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How To Remember Everything - Lessons From a Memory Champion with Nelson Dellis

March 05, 2020 by Lace Gilger in Creativity & Memory, Mind Expansion

In this episode we share how to memorize a deck of cards in less than 60 seconds, how to remember anything, and hacks from one of the world’s leading memory experts, our guest, Nelson Dellis. 

Nelson Dellis is a 4x USA Memory Champion and one of the leading memory experts in the world. Nelson travels around the world as a competitive Memory Athlete, Memory Consultant, Alzheimer's Disease Activist and highly sought-after Keynote Speaker. He is the author of the best-selling --  "Remember It! The Names of People You Meet, All of Your Passwords, Where You Left Your Keys, and Everything Else You Tend to Forget", --  I Forgot Something (But I Can't Remember What it Was), and the upcoming Memory Superpowers!: An Adventurous Guide to Remembering What You Don't Want to Forget.

  • What is a memory champion?

  • How to memorize a deck of cards in less than 60 seconds

  • How to memorize a page full of numbers in less than 5 minutes 

  • Do you have to be a genius to memorize this kind of stuff?

  • 12.75 seconds is the world record for memorizing a deck of cards 

  • What enables normal people to achieve fantastical feats of memory?

  • Across the board everyone is using more or less the same foundational techniques for memory competition

  • 3 Steps to Memorize Anything

    • (1) Take what you’re memorizing and encode it into some kind of mental image. Represent complicated information as a mental picture. 

    • (2) Take the mental image that you encode and organize them in your mind in a way that makes it easily retrievable in the future. 

    • (3) Review - solidify and push information into the long term memory. 

  • Strategies for encoding information as images. 

  • Memorize the way that your brain remembers.

  • Looking at the brain science of why we remember certain things better than others. 

  • What did you do on September 10th, 2001? Do you remember at all? Do you remember what you were doing on September 11th, 2011? 

  • Make your memories bizarre, over the top, weird, unconformable, violent, over the top, sexual, etc 

  • El Here doing the Saturday night fever dance with a pair of scissors 

  • R2d2 drinking a comet out of a martini glass 

  • What is a memory palace and how can you use it to memorize a huge amount of information?

  • How do you get started with memory palaces?

    • Choose 3-5 key locations 

    • Your house, your office, a few key areas in your life. 

    • An average of 20 spots is a good number

  • Should you re-use your memory palaces or should you always create and find new ones?

  • Memory techniques are about downloading information into your short term memory very quickly

  • Review is the glue that keeps information in your long term memory over time

  • How do you remember someone’s name?

    • Be present and listen when they tell you their name. That alone is a game changer. 

    • Use visual markers and 

  • How do you remember a list of things quickly on the go?

  • The joy that we get from life is often a result of looking back on it. Creating rich touch points in our memories makes time seem to expand in hindsight. 

  • Homework: Make the effort to use your memory. 

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Nelson’s Website and Wiki Page

  • Nelson’s LinkedIn, Twitter, and Facebook

  • Climb for Memory website

Media

  • Nelson’s Press Directory (2010-2020)

  • Manistee News - “Manistee grad completes Mt. Kilimanjaro climb” By Ken Grabowski

  • WSJ - “How to Store Data Along Memory Lane” By James Taranto

  • CNBC Make It - “Four-time memory champion: 3 things you should do every day to improve your memory” by Jade Scipioni

  • Men’s Health - “How an Elite Memory Athlete Strengthens His Mind and Body” by Ben Radding

  • Lumosity - “How to sharpen your memory: advice from a 4-time USA Memory Champ” 

  • Women’s Alzheimer’s Movement - “Mnemonic Champion Nelson Dellis Reveals What Memory Means to Him”

  • WIRED - “How to hack your memory and remember almost anything” by Nelson Dellis

  • [Podcast] Art of Manliness - Podcast #546: How to Get a Memory Like a Steel Trap

  • [Podcast] Inspired Money - Improve Your Memory with 4x USA Memory Champion Nelson Dellis

  • [Podcast] Lewis Howes - EP. 479: Do You Believe You Could Memorize 50 Numbers in 2 Minutes?

  • [Podcast] Business School without the BS w/ Dr. Z Clay - What’s Your Name Again? Current 4X USA Memory Champion (Nelson Dellis) Teaches How to Memorize Anything

  • [Podcast] Superhuman Academy - USA MEMORY CHAMPION NELSON DELLIS ON MEMORY, TENACITY, & CONQUERING ANYTHING

  • [Podcast] Magnetic Memory Method - Nelson Dellis On Remember It! And Visual Memory Techniques

Videos

  • Nelson’s film - Memory Games 

  • TEDxTalks - Dinosaurs Reading Books: The Power of Memory: Nelson Dellis at TEDxCoconutGrove

  • Lumosity - Making of a Memory Champion: Interview with 4x USA Memory Champion Nelson Dellis

  • KTLA5 - Teaching the World How to Remember With USA Memory Champion Nelson Dellis

  • Nelson Dellis’s YouTube Channel

    • LEARN MORSE CODE from a MEMORY CHAMP (in 15 minutes)

  • Chris Ramsey - Memorizing an ENTIRE Deck of Cards in ONE MINUTE!!

    • REMEMBER ANYTHING FAST!! - Memory Techniques You can do!

  • CNN - Watch memory champ trick his brain

  • TIME - USA Memory Championship: Inside The World Series Of Memorization | TIME

  • Chiron750 - Alexander vs. Nelson - USA Memory Championship 2014

  • Chicago Ideas - Nelson Dellis: The Journey To Improving Your Memory

Books

  • Memory Superpowers!: An Adventurous Guide to Remembering What You Don't Want to Forget by Nelson Dellis (Pre-Order Aug 4, 2020)

  • Remember It!: The Names of People You Meet, All of Your Passwords, Where You Left Your Keys, and Everything Else You Tend to Forget by Nelson Dellis

  • I Forgot Something (But I Can't Remember What it Was) by Nelson C. Dellis

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet with more than five million downloads and listeners in over a hundred countries.

In this episode, we share how to memorize a deck of cards in less than 60 seconds and hacks from one of the world’s leading memory experts, our guest, Nelson Dellis.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word smarter, that’s S-M-A-R-T-E-R to the number 44-222.

Nelson Dellis is a four-time USA memory champion and one of the leading memory experts in the world. Nelson travels around the globe as a competitive memory athlete, memory consultant, Alzheimer's disease activist and a highly sought after keynote speaker. He's the author of the best-selling book Remember It! The Names of People You Meet, All of Your Passwords, Where You Left Your Keys, and Everything Else You Tend to Forget and the upcoming Memory Superpowers!: An Adventurous Guide to Remembering What You Don't Want to Forget.

In our previous episode, we talked about saying you're sorry. When should you say sorry and when should you stand your ground? What makes an apology meaningful? We uncover the truth about apologies with our previous guest, Sean O’Meara.

Now for our interview with Nelson.

[0:02:00.6] MB: Nelson, welcome to the Science of Success.

[0:02:02.7] ND: Hey. Thanks for having me. Happy to be here.

[0:02:04.8] MB: Well, we're really excited to have you on the show today. There's so many fascinating things about your story and the things that you can teach us about memory. I'd love to start out with a simple question, which is what exactly is a memory champion?

[0:02:19.7] ND: That's a reasonable and fair question. Not many people know what that is, or have even heard of some championship for memory. It shouldn't be too surprising. I mean, I feel this day and age everybody, or everything has some competitive version, or champion crowned in that field. A memory champion is someone who wins the US memory championship, or some memory championship, which is a competition where you spend the day memorizing random information; cards, numbers, names and faces, poems, list of words, things like that. Some competitions have different formats, but the US championship basically whittled it down, like a playoff style elimination rounds until the last man standing as a champ.

[0:03:07.4] MB: To give some context for this, give me a sense of the scope, the length and the types of things that you'll memorize in the timeframe.

[0:03:15.3] ND: Yes. Let's say, one of the events for example is memorize a deck of cards as fast as you can. There's a five-minute max, but most people these days don't even need anything close to that. They'll do it sub-60 seconds. You literally pick up a deck of cards, you have a timer. You go through it as quick as you can to get it in your mind, touch the timer when you're done and then you get another deck of cards that's in standard order and you try to put it in the order that you memorized to compare.

Another one is memorizing numbers. You get 5 minutes. They give you a sheet filled with digits separated in rows. Then you memorize as much as you can at that time. Then you have a blank sheet of paper, a grid basically that you have to fill in 10 minutes you get to recall what you memorized and you're scored on how much you get right accurately in that timeframe. That's the idea for the different events there too. There's a time domain and of course, you scored on accuracy.

[0:04:13.4] MB: I find this so fascinating. Memory athletics, I don't know if that's the term that you use or not, but –

[0:04:18.3] ND: Sure. Yeah.

[0:04:19.2] MB: — that's something that I've personally done a little bit of investigation on and taught myself a few of the very, very basic tricks for. For somebody who may not be familiar with it, give me a sense of how frequently and how regularly people will memorize a deck of cards in less than 60 seconds, or memorize pages of numbers, or memorize crazy amounts of binary digits and stuff? I mean, the things that you're able to use with the human memory in some of these competitions is pretty amazing.

[0:04:46.4] ND: Yeah, it's crazy, because this sport, let’s call it sport, has been around for 25 plus years. I think in the beginning, there's stories of psychologists checking out the event and just saying like, “Okay, well there's a limit to some of these events how fast they can get, how much data they can potentially store.” I feel every year, that there is some preconceived limit, but that always seems to be crashing down. Someone comes along, breaks a record and just boggles everybody's mind.

Sub-60 seconds in a deck of cards, for example, was the four-minute mile 15 years ago. Then that four-minute mile mark became 30 seconds. Now I mean, in the last seven, eight years, 30 seconds is pretty reasonable to achieve. Now it’s 20 seconds. Even people are pushing now – I think the world record stands at 12.75 seconds to memorize a deck of cards, which is insane. As the years passed, it's just like any other competitive thing, records keep getting pushed. It's really fascinating.

[0:05:55.6] MB: For the people who are competing in this, are these people geniuses? Do they have incredible memories? What enables them to achieve these fantastic feats of memory?

[0:06:07.5] ND: Yeah. I mean, you'd think that these people are just naturally gifted, or savants of some sort, or super geeky. They never leave their bedroom, just memorizing all day. There's some of that. I mean, I'm not going to lie. I’ve spent a lot of hours training. There's a lot of really normal people from all walks of life. There's lawyers or former lawyers, I guess. I was a grad student studying computer science when I got into this. There’s pizza delivery guys, there's moms, kids and students in school. It really runs the gamut.

I mean, it's because everybody has a memory and it just shows how learnable, I think, these skills are no matter who you are and how bad you may think your memory is. I think there's always hope there.

[0:06:52.2] MB: What exactly enables this wide array of people to achieve these kinds of memory feats? If it's not natural ability, what's behind that?

[0:07:04.9] ND: Yeah. People ask that all the time. I’m sometimes too quick to say, anybody can do this, because I don't quite mean that. I don't mean you can become a memory champion. I don't think anybody can do that. I do think everybody can improve their memory quite significantly to what they're used to. Maybe not to a champion level, but still to an impressive level. The champion side of things I really feel it's really all about dedication. I think that applies to anything. You just have to be dedicated, which can't really be forced. You have to have some reason why you would make yourself sit down and train hours a day and enjoy it, right? Because if it's forced and it's not fun, it's tedious, then you're really probably not going to make much progress, because you're not pushing yourself.

I don't know. That's like asking where does everybody's inspiration come from. It's hard to pinpoint that. I do think the people who do really well, they all have something in common and that is they have some motivational story that got them started with memory techniques and they're hooked to it for some reason. What I'm saying is there's nobody that just shows up and says, “Ah, I'm good at memory,” and then they win. That never happens. It's always someone who is really dedicated to training.

[0:08:18.5] MB: Totally makes sense. I think that the training, the hard work, etc., really if you look at champion performance across almost any domain, that's ever present. I'm curious about within the specific domain of memory and even expanding beyond just looking at championship level performance, but really more broadly, what are the specific techniques, strategies, methodologies, etc., that you can use to achieve some of these things, even as a non-champion performer?

[0:08:47.7] ND: Yeah. What's interesting too is you'll see that across the board, everybody is more or less using the same foundational techniques. Some of the strategies vary here and there, especially when somebody new comes along that pushes the limit, breaks some records, they may be approaching it slightly different. By and large, it's the same process. I like to boil it down into three steps. One is you're always trying to take what you're memorizing and encoding it into some mental image. That's really where think a lot of the strategy goes, because sometimes it's not very obvious how you should do that. If you have a number in front of you, a really the number, how do you turn that into a picture, right? There are certain strategies to do that. In essence, if you can find a way to represent that complicated piece of information that you want to memorize as a mental picture that has associations to things that are meaningful to you, you have a better chance of memorizing it, than by doing it road. That's the first step.

Second step is always to take those pictures, what you end up encoding, and finding a way to structure it, or organize it in your mind in a way that makes it easily retrievable in the future. Sounds pretty fair. That makes sense. If you're trying to remember something, it better be in a place where you can actively retrieve it, right?

It turns out there's some different techniques, but the main one competitors will use is something called the memory palace. It basically allows you to store your information in a certain order and then it's really easy to pick that information back up in the same order that you left it. You could say it forwards, backwards, you can jump around. It's all there laid out for you by use of this technique.

Then finally, the last step and this is more to solidify memories and really push them into your long-term and that step is review. What's nice about the memory palace is that you can think of your mental structure for this information and that could be your review. You never have to maybe look at the information on paper, or online, or whatever again if you do it right. You can essentially look at something once and then review it just entirely in your head using that process. That's it.

[0:10:56.7] MB: I've been fascinated with a lot of these techniques for a long time. I want to dig into a number of the strategies that you use. Let's start with encoding. What are some of the really effective strategies that you've seen for encoding and what are some of the ways that people can get it wrong, or sometimes struggle with trying to encode things?

[0:11:17.2] ND: Yeah. I think the most impressive has been seeing how people encode playing cards. That's one where I think there's always a lot of innovation. A lot of people nowadays are using a system that was pioneered by another competitor just a few years ago. It seems to be really powerful. It's quite complicated and it's quite different to learn, but the results pay off it seems.

One such example of how we go about these strategies is for numbers. Numbers are really hard to memorize, so you want to have some way to reliably always have an image whenever you see a certain number, let's say. People will often use some phonetic code to translate the numbers into letters. Then those letters can then be made into words. Words are a lot easier to come up with pictures for, because they typically will have some already pre-decided image, right? Because you speak the language, so most words will mean something to you when you say it, or read it, or hear it.

I don't know how far you want to go into this, but there's a few different number systems that will translate those digits. Then it's just a matter of putting those words in your memory palace. Then if your mnemonic language for numbers very well, you can easily go back and forth.

[0:12:38.1] MB: I want to hear a couple examples of specific instances and see how exactly you've encoded, for example certain numbers. Before we even dig into that, I want to take a step slightly back and look at the brain science, or the reasoning behind why encoding is so powerful. Tell me a little bit about this idea of creating a mental image, or a mental picture as opposed to trying to rote memorize static information and why that works so well from a brain perspective.

[0:13:06.6] ND: Yeah. Let me preface this by saying I'm not a psychologist, or a doctor, or anything. A lot of what I say is based on things I've heard, or talked about, or read, or studied and also personal experience and how I've seen things in my training and experience by in competition.

From what I know, the brain is very good at remembering images of things. I've read arguments that have talked about this is a very early instinct of our ancestors that we needed in order to survive just by sight, right? Remembering things that were safe by a visual cue, versus dangerous. Eat this plant for this pattern and it's safe to eat, versus this one that has another pattern, that's poisonous. I’m over-simplifying, but you get the idea.

There was a study I know done number of years ago, where they showed people in the trials, 10,000 or so photos really quick in rapid succession. Then they were tested on – they were given pairs of photos. One was shown from that previous set and another was brand new, not seen before and they have to always choose which one they had seen before. They weren't really memorizing. 10,000 images really quickly is even hard for me to probably try and memorize. The results were really impressive. I believe most people would get 99% correct.

They went on to say that it's because our minds are just naturally wired to remember pictures like that, versus complicated data. I get that. In terms of what I understand, it's something static that isn't too meaningful. Let's say, like a number that's basically just a symbol. It doesn't mean anything besides the shape that you're looking at. Unless, that number pops out off the page, because it's associated to something. Maybe you are a big sports fan, and so when you see the number 16, you think of Joe Montana or something like that, because you're a huge 49ers fan, right?

Then we try to emulate that by giving all these different numbers letters, which translate into words. Instantly, I look at a number and I can feel so many different things, because now it's a picture with color and a picture has an emotion to it for me. Anger, or so sexually-driven thing. Those things seem to charge our memories.

[0:15:28.1] MB: It's such a great point. This idea that to me is one of the biggest insights from memory competition is this idea that we have to memorize things the way that our brain likes to remember, as opposed to the way that in our society we often teach and often think that we should remember.

[0:15:46.6] ND: Yeah, exactly. That's what I often say is when you're memorizing, you're trying to turn the things it doesn't like to remember into things it does. That's always how I try to frame it when I'm memorizing something is okay, this isn't sticking. Why? Okay, it's because it's not very interesting. My brain is not liking this. How can I twist it into something that my brain will like? Filled with colors, associations to things that I like and make me tick.

[0:16:13.1] MB: You touched on that a second ago, but tell me a little bit more about the kinds of mental images that encode really well into our brains. You talked about things that are excitable, or maybe sexual, or may be really crazy. Tell me a little bit more about that and maybe even share a couple examples of specific, whether it's maybe some numbers, maybe some other information that you've encoded in a way that you created these really vivid images to remember with.

[0:16:41.9] ND: Yeah. If you think of 9/11, or you're old enough when Princess Diana was killed and I’m trying to think of a more recent shocking event. Most of us remember very detailed account of that day, or around the time that the news hit. That's always a fascinating thing to think about, because if I ask you what did you do the day before that on 9/10, September 10, 2001? Chances are you probably don't know, or even September 12. That’s because those days were so shocking out of the ordinary in a very, very painful emotional way, right? Some more than others.

The flipside, there are certain events in your life that were the happiest, or cheerful moments of your life. Or you just had this – you died of laughter and it's just of happiness. When my son was born for example, is one that sticks right in my mind. I can remember tons of information about that day. What that leads me to is when you're trying to memorize, you want to emulate a lot of those scenarios that just pop, whether it's good or bad, something that triggers some emotional charge.

I say listen, when you're trying to memorize, you want to make it bizarre, over-the-top, hilarious, weird, uncomfortable, violent, sad, sexual, all of those are things that we just remember very well. You don't remember the mundane, that's for sure.

[0:18:10.1] MB: Share one or two examples if you're comfortable or willing to, just examples of either numbers that you use to encode, or other items that you use to encode and help you memorize, for example large digits.

[0:18:23.3] ND: Yeah. Numbers is a good example. I have a system where every three digits translates to a person. Then I have another system that translates every two digits to either an action, or an object. I can combine seven digits together to make this little story of a person doing an action with a thing. Just by the randomness of how the numbers are presented to us, I get some really random images, combinations.

For example in my number system for the three digits, the people, I have all my friends, all my family, ex-girlfriends unfortunately, favorite characters from movies I like, or cartoons that used to watch as a kid, athletes, actors all those kinds of things, even some porn stars, but not too many. I try to incorporate a lot of variety there and things that make me feel in different ways.

I can get some weird combinations, where it's my best friend doing something to something – some object really inappropriate. That's great, because I can't forget that. Sometimes I just get weird stuff. My dog is playing guitar with a mushroom pick, or something like that. It depends. There's so many examples I could give you. It's almost easier if you give me a seven digit number and I'll tell you.

[0:19:49.6] MB: Yeah. Can I throw out a random number and we’ll see what we end up with? If it’s inappropriate, we can figure out what to do.

[0:19:55.3] ND: Yeah, I’ll dance around it.

[0:19:56.5] MB: Nice. All right. Let's go 89027568. Wait, did I give you too many, or is that –

[0:20:04.6] ND: Yeah, just the 56, so I want to start and do this.

[0:20:06.3] MB: Okay. Okay. Yeah, yeah, yeah. Got it.

[0:20:08.9] ND: 890, I break down. I have categories for it. 890 is actually a musician from a punk band that I like. It's from a band called No Effects. I don't know if you've heard of them.

[0:20:19.0] MB: Yup.

[0:20:19.9] ND: One of the guitar player’s name is El Jefe. That's his nickname, so that's him. He's 890 El Jefe. You can just imagine some shorter plump punk rocker guy. 27 is an action. It's the action of doing the Bee Gees, Saturday Night Fever dance pointing down and then up. Then 56 as the last thing is an object. It's this pair of scissors. I picture this punk rocker guy doing the Bee Gees dance while holding a pair of scissors in that pointing hand. That one's not too offensive or anything, but it's definitely a weird image for me. Give me another one.

[0:20:56.3] MB: All right. 2330737.

[0:21:02.4] ND: All right. 233 is R2D2. All the 33s for me, 133, 233, 333, etc., are all characters from Star Wars.

[0:21:12.1] MB: Nice.

[0:21:12.6] ND: 233 is R2D2. He is drinking out of a martini glass, a big comet from Armageddon thing. 07 is the act of sipping a martini and then 37 is a comet.

[0:21:28.5] MB: Nice. I'm guessing the martini is 007?

[0:21:31.1] ND: Yeah, you got it. Yeah. Some of these are pretty intuitive. 07 is James Bond, but if it's used as an action, it's him drinking his martini.

[0:21:40.3] MB: That's really funny. Those are great images. I might not be able to reverse and code them, but I think the image of R2D2 drinking a comet out of martini glass will definitely stick around.

[0:21:49.3] ND: Exactly. Yeah.

[0:21:51.1] MB: That’s great. That's so fascinating. I just want to figure out and demonstrate how this actually works in practice, you know what I mean? And how these crazy images really stick out in your mind and then if you've done the work on the back-end of encoding 233 is R2D2 and then 07, 37?

[0:22:11.0] ND: 07, 37. Yeah.

[0:22:12.4] MB: Then that makes it really easy to spit that back out. That image is one piece of information, instead of seven discrete numbers.

[0:22:19.4] ND: Yeah. Now think about how when we memorize, it's a full page of numbers, right? I'm looking at every 7 and thinking of one of these unique pictures, right? Then the question is how do I keep that all straight in order? That's where the memory palace comes in. The way these work is you think of some familiar place. In the ancient days, I guess they all have palaces, but you can think of just your house as one. Usually, you start at a place that makes sense. Either you start in your bed, that's where you wake up, or maybe you start at your front door, because that's where you enter your house. It doesn't really matter. You just got to decide and stick with that.

What I would do at the first location of my memory palace, so I'm making a pathway through this place. Wherever I start is where my first image would go. 2330737 was my first seven digits, I would literally put R2D2 drinking that comet next to my front door. I imagine, I'm picturing that in my mind. Then I move into the doorway of my house and then I place the next seven digits as an image in that entryway. Then I continue this process navigating around my space. When I'm done, I'm done. Then when I want to recall it all, I just retrace my steps. I can start at the beginning or go reverse. It doesn’t matter.

The pathway shouldn’t be something difficult to memorize. It should be something you’re very familiar with, and that's why using a house that you live in, or lived in is the best, because it's basically pre-memorized. Yeah.

[0:23:51.7] MB: That totally makes sense.

[0:23:55.9] AF: Hello, everybody. This is Austin Fable with the Science of Success. This podcast is brought to you by our partners at MetPro, a world-renowned concierge nutrition, fitness and lifestyle coaching company. Science of Success listeners can now receive a complimentary metabolic profiling assessment and a 30-minute consultation with a MetPro expert. To claim this offer, head to metpro.co. That's MetPro, M-E-T-P-R-O.co/success.

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[0:27:16.8] MB: I'm curious and maybe we're getting a little bit too nerdy here, but I'm interested to see how you think about this; how do you think about changing memory palaces, adding new memory palaces, cleaning memory palaces and what is your perspective on how big or small a memory palace should be? I guess I'm trying to figure out, what makes a good memory palace and how do we maintain them, or how do you keep putting more and more information in them?

[0:27:38.2] ND: Sure. For me, I train a lot. There's a lot of different disciplines in these competitions that require maybe different sized memory palaces. For numbers, I have really big ones that exceed 60 locations. I have many of them to practice with. For cards, it's much shorter, because the way I'd condensed the deck. I really only need about 17 locations, so they're much smaller. Then I have some that I just have for the day-to-day stuff, just in case I need to dump something in a memory palace on the go.

For the everyday person who’s not training, I think a good place to start is to maybe choose three or five different locations. Maybe your house, your place of work, the park. It depends on what's important in your life or your schedule. Then for each of those places, think of a path through it and choose 20 spots along the way. Each of those spots, you can think of this like a storage space, where you can place information. The more of them you have, essentially the more you can memorize, the more gigs you have on that hard drive up there.

I say 20, because that's a good place to start, but you could easily expand that 50, 60, a 100 even. There's no real limit. Then in terms of size, physical size, some people find it easier to start with memory palaces and locations being different rooms. You start at the front door, there's the entryway, then maybe there's the living room, then the kitchen. Those are fine as your locations.

You can easily even make it more specified. You could narrow in on the front door and get a lot of locations on that door and use those too. Depends how deep you want to go. It really depends how you want to use the space that you're trying to encode as a memory palace. You can either keep it very broad and large-scale, or you can even imagine yourself shrunk down and now you have this huge world to choose so many spots and you just make your path, your route through that memory palace even bigger.

[0:29:43.3] MB: That's fascinating. I love the idea of shrinking yourself down and condensing even a single room, or even a desk or something like that, granted it'd have to have enough uniqueness in different areas into to a memory palace in and of itself.

[0:29:56.0] ND: Because a lot of people will say, “Well, you know, I don't have too many places, or my apartment’s small. I don't have a big palace or a house.” I say, it doesn't matter, right? Always as a example, but there's this German memory guy who always says that he once taught a guy how to memorize all the presidents in order on a bar of soap. The bar of soap was the memory palace.

That probably wasn't super easy, but you can imagine a bar of soap upon first glance looks pretty boring and nothing special. If you really took the time to look at it, there's probably tons of kinks and divots and pubes, I don't know, that could easily be locations around the path of this tiny little object, if you imagine yourself small enough.

[0:30:38.5] MB: Yeah, that's really interesting. I'm curious, do you ever reuse your memory palaces, or do you always bring new ones to every competition and every time you want to use one?

[0:30:47.3] ND: Yeah, we reuse. You have to. Otherwise, you're always going to be trying to come up with new ones. I train so much that if I did that, I'd be out of them real quick. I do add new ones. I do that when I feel I just had an amazing experience, or I just moved to a new house and I want to use that location in my memory palace, because I feel the more excited I am about the place, because it's meaningful, or it reminds me of something important to me, the better I use it.

For example, I climb a lot and on my expeditions, I visit a lot of crazy, remote places and we build base camps and stuff like that and there's features on the mountain. When I come back, I really want to cherish those memories and converting them into memory palaces, new ones, is a great way to memorize stuff for competition, but also to review those memories in those places that I visited.

For training purposes, typically will reuse my memory palaces that I have. I'll cycle through them, because I need to do that since I trained so much. I will say that if there's information that you just want to learn not for competition, but let's say you want to know something and keep that information forever, like the presidents let's say, in order. I might create a memory palace specifically for that case and then never touch it. Just leave it for that information to live there and keep it fresh for that, because if you start putting things on top of it, maybe it'll confuse the information. For stuff you want to actually know for a long time, you don't want to mess it up.

[0:32:19.3] MB: That totally makes sense. For training, competition, that stuff, it's easy to reuse them. If you're really trying to park information over the long-term, it makes more sense to have specific memory palaces for specific things that you want to remember.

[0:32:32.8] ND: Exactly. Yeah, that's right.

[0:32:34.6] MB: How do you think about the bridge between, let's say a memory palace, or something that you've encoded in the shorter term and actually integrating that into your long-term memory?

[0:32:45.9] ND: I get that question a lot. I always say that memory techniques, I feel are to get information into your short-term memory very quickly. Then it's a matter of what you do with it after that to get it into your long-term, if you want that. What I was saying before, the review part, that's really the glue that keeps it there for a long time. But maybe you don't want to review that much, because you have to recall the information tomorrow and then past that, you don't really care to keep it. That's a situation that could happen.

Then there's also information that you want to know a year from now, 10 years from now, forever. Once you had it encoded in a memory palace, it's very easy to access. By frequency of thought and review of that information, that's how you really build it into your long-term. It's as simple as think about it more often, review it in your memory palace at the beginning and for a while after that, to put it into your long-term. If you don't want, to then just stop thinking about it.

[0:33:45.7] MB: That totally makes sense. I'm curious, I want to ask a couple rapid-fire questions around some memory strategies. In many ways, you've shared a lot of the underlying techniques and strategies that underpin this, but I want to just hit a few specific things. One of the things that I'm sure you get asked about all the time and is a very applicable and an easy entry point into this is people's names. I'm definitely somebody who hear somebody's name, forget it 10 seconds later before I learned a lot of these techniques. I'm curious how do you think about easily remembering people's names and what are some strategies that can be used to make that more effective and be better at catching someone's name and really remembering it?

[0:34:26.8] ND: I always tell people to start with the easiest thing in the world and that is to pay attention. I mean, it's so obvious, but in this day and age it’s really something that we're not very good at, because we're always staring at our phones, or thinking about the millions of things that we should be doing outside of where we actually are. If you can be present when you meet someone and shake their hand and ask for their name and act like you actually really want to know what their name is, that alone will be a game-changer. It's easy to try. I mean, if you don't believe me, try it and you'll see what I'm talking about.

In terms of the technique on top of that, it's a similar process. I hear a name, I turn it into a picture. Not always the easiest thing, but with practice that can get faster. I usually go with something that it reminds me of, or sounds like, or makes me think of. Then I attach it to something, just like I attach some things to my memory palace. Only for names, I actually use the person's face as the location. Why their face? Well, because every time I see them, they bring their face with them, right? If I can attach a picture to their face, they essentially bring along the image for their name attached to that.

I usually try to choose some feature that pops out at me, whether it's complimentary or non-complimentary to the person. It's just whatever I notice is the feature I use and then I attach an image for the name on that thing; very similar to the memory palace idea.

[0:35:58.2] MB: In essence, you almost create a memory palace on their face.

[0:36:02.9] ND: On them. Yeah.

[0:36:03.7] MB: Yeah. That's fascinating. This comes back to the same thing we touched on earlier, but it's important to make sure that that image is super vivid, is maybe offensive, or bizarre, or sexual in some way to really make it stick, right?.

[0:36:21.5] ND: That's right. Yeah. Now that's key. Just thinking of for example, Matt right? I think of just a drawer mat. That’s my image.

 

[0:36:30.1] MB: Oh, thanks.

[0:36:31.7] ND: That’s just because the word –

[0:36:32.2] MB: I’m kidding. I’m kidding.

[0:36:33.9] ND: If I’m trying to picture that, thinking of that flat object on the floor is so boring, right? How is that any better than just trying to remember your name for what it is? I'll go and make some connection to something I know about, or see about your face to that mat and to give it a reason. Why would those two things come together? Really envision this scenario with all my senses and try to pull out some emotional feeling from it.

[0:37:01.2] MB: That totally makes sense. All right, next thing. If we're on the go and we have to memorize something really quickly, whether it's a number, or a list of a few things, what's the best way to quickly memorize that?

[0:37:13.3] ND: A list of quick things, I can start there. I always encourage the memory palace, but I understand that you got to think of a memory palace in the first place. On the go, you can do something called the linking method, where if you have a list of things, or a list of words, let's say a grocery list, you come up with a picture for the first item and then you link it to the next item. Linking really means just think of a picture where it interacts with the next thing. Then that next thing have it interact with the next thing.

Basically, what I'm saying is create a story, right? Connect them all in some sequential narrative. That doesn't require memory palace. It’s very quick and easy. The only downside is if you miss one or you have a gap or something, it's really hard to get the next item, because they're all connected, right? The memory palace allows you to skip around, but it is the quickest, easiest way I think to memorize something powerfully.

[0:38:07.3] MB: It comes back to that same idea, right? Having some emotional connection to the information, making it vibrant, making it alive so that it sticks out and plays into the way the brain naturally remembers things, as opposed to just trying to cram boring, dry information in there.

[0:38:25.8] ND: Yeah, you got it. That's exactly it. Yeah.

[0:38:28.2] MB: All right. What about remembering where we left our keys?

[0:38:31.0] ND: Yeah, that's a good one. Good God, everybody forgets that. I do still sometimes, because I'm not paying attention, but what I find is when I'm training a lot, I find that I'm more in the headspace of how do I remember this? Just by being that way, I'm very aware or present when I do a lot of my actions, one like putting down my keys. When I put it down, I will be very aware of what I'm doing. That sounds like a cop-out, but more of a technique if you want this and I do this sometimes too when I'm on a streak of forgetting things, is when I put something down, like my keys, or a wallet, or if I do something and I wouldn’t remember I did it or where I did it, I'll make some weird personal gesture to myself, a physical gesture. I'll move something, or click my heels, or pinch myself or something like that. Something not too embarrassing that maybe people might notice. Or if it's in my house, it doesn't matter.

The idea is that if I do something strange or out of the ordinary in that moment when I set down the keys, later on when I'm like, “Where did I put my keys?” Oh, I'll think of that weird thing I did and then that'll help me remember where I put my keys.

[0:39:41.8] MB: That totally makes sense. I'm curious. That makes me think of something else that I'd be interested to see if you've thought about this, or applied it. I may botch the description of this, but one of the most interesting things that I've learned about memory is this idea that novelty, or uniqueness creates an extended sense of time, if that makes sense. If you have a memory of a vacation and it's seven days doing the exact same thing every day, that's basically one memory. If you have a 24-hour trip where you do something completely crazy and different every hour of the day, that might actually seem a longer memory than just the memory of that seven-day beach vacation.

[0:40:21.3] ND: Yeah. It's funny, because maybe when you're doing all that stuff, time flies by, right? When you're experiencing it, it probably doesn't feel very long, but that almost doesn't matter because a lot of the joy that we get from things is often thinking back on it. If it feels full, because he think back and you think of, “Oh, this day, we jet skied. Oh, then we explore this island and then we also had dinner at this place.”

Suddenly, that time feels really stretched out. I've had years where it's been slower in terms of travel and I haven't done much. Then there's other years where I was just all over the place doing almost new things every day. Those years, when the years passed by you're like, “Where did that year go?” In the years where you pack a lot in there and you think back on it, if there's a lot to think back on, it really feels like a long time. It's a time hack, if you will.

[0:41:15.4] MB: I've even heard of strategies like if you have a dinner party instead of having everyone stay in the same room the whole time, have people change rooms, go into four or five different rooms, play different music, do different things in those rooms. Suddenly, that whole night seems much longer in hindsight than it would be if you just did the same thing.

[0:41:33.1] ND: Yeah. Wow. That’s a great idea. I’ve never thought of that. That's awesome. I love that. Do you  know where you heard that?

[0:41:38.9] MB: I think it was on a podcast years ago, but I don't remember exactly where.

[0:41:42.4] ND: I love that. I'm going to use that somewhere in the future.

[0:41:45.7] MB: Nice. Yeah. I mean, it's definitely a real interesting concept and I was curious as someone who spends so much time thinking about time and memory if that had ever come across your plate.

[0:41:55.2] ND: I've probably done similar things. I've done presentations, or workshops. We've done stuff where it wasn't just me talking to them sitting in their seat. We moved them around. Had them interact with each other or me in different ways. The goal is yeah, because you're going to spice it up and make it memorable.

[0:42:11.8] MB: Absolutely. Well, Nelson for listeners who want to concretely put in practice, or implement something that we've talked about today, what would be one action step, or a piece of homework that you would give them to start embarking on this journey?

[0:42:27.3] ND: I'm a big fan of just starting with making the effort. As I said before, it's so easy to not try. Memory doesn't always get the best reputation. It feels something that's boring, hard. If there's apps that can do it for me, why bother? The argument can be made, one, for the health of your brain and memorizing is good for the longevity of your brain health. Then secondly, there's a lot that your memory can do that ultimately, devices can't yet, or will ever be able to do.

I also love the fact that it makes you feel you have a true mastery over that thing in your mind, that thing that a lot of people have anxiety over, or want to trust, but it can't always be trusted, because sometimes it forgets them. Imagine you knew that something you put in there will be there. What a feeling that you have to worry about that falling away. Imagine that feeling in an interview when you've just met five people's names and had to remember what you were going to say. All that nerve can go out the window and you can focus on what you're actually there for and that's to impress someone and then get the job.

It starts by making the effort right and to value what your memory is and what it can be. Then from there, if you want to add these memory techniques and learn more and work on them, it takes a little work every day to get better at them. I think there's just so many positives to that.

[0:43:53.8] MB: Great advice. It's simple, but it makes so much sense to start trusting in your memory, start using your memory. The more you use it, the more you can start to really rely on it.

[0:44:03.4] ND: Yup, exactly.

[0:44:05.0] MB: Where can listeners find you, your work, all of your books, etc., online?

[0:44:12.0] ND: You can start with my website. so NelsonDellis.com. You can send me a message and I actually offer one-on-one coaching. I do speaking gigs as well for businesses, if anybody out there is interested in that, or workshops. You can ask about that on my website. In terms of resources for people wanting to learn more about the techniques themselves, I have a book out. It's called Remember It. it's on Amazon, Barnes & Nobles, all that. I have a kids version coming out this summer, if you have kids in middle school. Then my YouTube channel has a lot of videos. It's always free of course. I think there's a lot of stuff I have on there, a lot of content that can help people get started.

[0:44:50.6] MB: Well Nelson, thank you so much for coming on the show, for sharing some great stories, some great strategies and a really interesting conversation about how we can more effectively use our memories.

[0:45:01.4] ND: Yeah, likewise. You had some awesome questions. It was enjoyable.

[0:45:05.0] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

I'm going to give you three reasons why you should sign up for our e-mail list today by going to successpodcast.com, signing up right on the homepage. There are some incredible stuff that’s only available to those on the e-mail list, so be sure to sign up, including an exclusive curated weekly e-mail from us called Mindset Monday, which is short, simple, filled with articles, stories, things that we found interesting and fascinating in the world of evidence-based growth in the last week.

 

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Remember, the greatest compliment you can give us is a referral to a friend either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes because that helps boost the algorithm, that helps us move up the iTunes rankings and helps more people discover the Science of Success. 

Don't forget, if you want to get all the incredible information we talk about in the show, links transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top. 

Thanks again, and we'll see you on the next episode of the Science of Success.

March 05, 2020 /Lace Gilger
Creativity & Memory, Mind Expansion
Angelo Poli-02.png

The Good, The Bad, and The Accurate with Angelo Poli

February 27, 2020 by Lace Gilger in Health & Wellness

In this special episode, our producer Austin Fabel conducts his first standalone interview with Angelo Poli. They dig into the science behind a healthy diet and lifestyle and why most people fail to see their goals both in life and health.

Angelo Poli is an internationally recognized expert in fitness and nutrition. He has spoken at conferences such as TEDx and continues to be a Wellness Consultant for multiple universities and hospitals around the country. Poli has been featured for his specialty in Neuromuscular Re-education (Posture and Alignment) and weight loss sciences in major media outlets such as Men’s Health, Sports Illustrated, and The Wall Street Journal. 

Poli's latest venture, MetPro, is a concierge nutrition, fitness and lifestyle coaching company that specializes is unlocking your metabolism to help you achieve your greatest results.

  • What makes someone truly extraordinary?

  • What are the most common health goals for the average human?

  • Angelo’s personal story of recovery and coming back from a major injury. 

  • Why it’s so important to customize your approach to your goals around you and your unique profile. 

  • The biggest pivot Angelo has had to make in his life. 

  • How to go from one client to hundreds and scale in a measurable way. 

  • What is Metabolic Profiling?

  • The importance of Strategy, Confidence, and Faith. 

  • What are the first crucial steps to take when setting out to achieve your goals? 

  • What role does visualization play in your mind?

  • How to focus on what you’re NOT going to work on right now. 

  • What lifestyle changes can have the biggest impact on your health and diet right now?

  • What is the one critical secret you must know in order to succeed? 

  • We already know a lot of the science around goal setting and health, so why aren’t we all hyper-efficient and athletic?

  • How to we avoid plateaus?

  • How to baseline test and pivot accordingly when reviewing the results?

  • The Data May Be Good, It May Be Bad, But it Will ALWAYS be Accurate 

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Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

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The Science of Success is brought to you by MetPro a world-renowned concierge nutrition, fitness & lifestyle coaching company. Using Metabolic Profiling, MetPro’s team of experts analyze your metabolism and provides an individualized approach to obtaining your goals.

Science of Success listeners receive a complimentary Metabolic Profiling assessment and a 30-minute consultation with a MetPro expert. To claim this offer head to metpro.co/success

MetPro’s team of experts will guide you through personalized nutrition and fitness strategies and educate you about how your body responds to macro and micro-adjustments to your fitness, nutrition, and daily routine.

Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Follow MetPro on Social Media - Facebook, Instagram, Twitter, YouTube

  • MetPro Website

  • Angelo’s Website

  • Angelo’s LinkedIn, Twitter, and Facebook

Media

  • [Trainer Profile] Whole Body Fitness - Angelo Poli

  • Angelo’s article directory on HuffPost

  • Katie Couric Media - “Unlock the Mysteries of Your Individual Metabolism”

  • [Podcast] Podchasers - Angelo’s appearances on sports podcasts

  • [Podcast] The Brian Buffini Show - How I Lost 30 Pounds and How You Can Too – an Interview with Angelo Poli #135

  • [Podcast] Beyond the To-Do List - Health: Angelo Poli on Metabolism, Contrast and Consistency - BTTDL278

  • [Podcast] Gene Hammett - Becoming an Energetic and Healthy Leader with Angelo Poli at Metpro

  • [Podcast] Stefan Aarnio Coaching - Data-driven solutions to optimize your life with ANGELO POLI

  • [Podcast] Productivittist - Episode 249: The Magic of Metabolic Profiling with Angelo Poli

  • [Podcast] Thrivetime Show - METPRO FOUNDER ANGELO POLI ON HOW TO LOSE WEIGHT FASTER WITH METABOLIC PROFILING

Videos

  • MetPro YouTube Channel

  • TEDxTalks - Realigned - technology's impact on our posture | Angelo Poli | TEDxChico

  • MetPro - Troubleshooting your metabolism with MetPro founder Angelo Poli

  • Stacking Benjamins - Should You Love Your Career? (with Angelo Poli from Metpro)

  • Heart Healthy Hustle by Jonathan Frederick - What's Going On with My Business' Metabolism!? with Angelo Poli

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[00:00:12] AF: Well, well, well. Welcome to another episode of the Science of Success. As you may or may not know listening to this, this is not your usual host, Matt Bodnar. No. This is a special episode with me, your producer, Austin Fabel. Matt and I have been doing a lot of planning about what's to come in 2020, and one of the things you can expect see a little bit more of me on the front of mic. 

In the past, I've been handling a lot of things like guest relations, postproduction. Matt and I are going to be doing a couple of additional things. We’re going to be tag-teaming interviews, and some interviews you'll even find are just going to be with me, Austin. I'm really excited that I opened up this dialogue with you all. I’m really excited to get in front of the microphone. 

As many of you may know, I've had a number of podcasts in the past, so being able to jump in to this world with the of Science of Success, that I'm so passionate about, is truly a huge honor and I can't wait to open up the lines of communication with you. 

So, welcome to the Science of Success, special Austin Fabel takeover. We are the number one evidence-based growth podcasts on the planet. We have over 5 million downloads in over 100 countries, and today, we had a very special guest, Angelo Poli. Angelo is an internationally-recognized leader in the fitness industry. He is a Huffington Post blogger and wellness consultant specializing in postural alignment and nutrition. His class has been featured everywhere, everything from the cover of Sports Illustrated, to Forbes. He’s been seen on MTV, ESPN. 

Poli’s latest venture is MetPro, which is an all-encompassing fitness system that can transform the way you look, feel and perform. We’ll get into that in here in a little bit. I would urge you to go sign for our email list if you haven't already. You’ll get a ton of free goodies including weekly curated content by me and Matt and our team, the articles, the podcasts, and videos that we've been listening to that had been really catching our eye and we’ve been learning a lot from, as well as a free course on how to create more free time for the things that matter most. Are you in the car right now? Are you at the gym and not in front of your computer? That's fine. Text “smarter”, S-M-A-R-T-E-R to the number 44222 and we’ll sign you up for the email list that way. 

[00:02:21] MB: Are you a fan of the show and have you been enjoying the content that we’ve put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on their along with a really great free course that we put a ton of time into called How to Create Time for What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That successpodcast.com, or if you're on your phone right now, all you have to do is text the word “smarter”. That's S-M-A-R-T-E-R to the number 44222. 

[00:03:03] AF: Last week, we had a very special episode with Sean O'Meara. It's all about apologies and how we need to make apologies and what really the truth behind apologies are. I would highly recommend you check out that episode. For now, we’re going to dig in to Angelo Poli. I hope you enjoy the interview and I’m open to all of your feedbacks. Shoot me a message at austin@successpodcast.com and let me know how you like the interview. I cannot wait to experience more time in front of the mic bringing you great content and interacting with you. 

Without further ado, here's Angelo. 

[00:03:35] AF: Angelo, welcome to the Science of Success.

[00:03:37] AP: Thanks for having me here, Austin. This is great.

[00:03:40] AF: Yeah. It’s great. I’m glad we finally got a chance to do it. I'm looking forward to talking to you, and I would love to kind of start out really from ground one. Tell the audience, so who are you and how did you get kind of on the path you find yourself on today with MetPro?

[00:03:54] AP: I am a nobody and a series of unfortunate events and injuries in my personal life landed me on this path. By the path that I'm on, however, I think is something pretty special. I've really enjoyed being part of building a methodology, a means for people to reach their goals. We help people transform, and it’s what me and my team get to do every single day. Transformation can mean something different for everyone. 85% of people who reach out to us are trying to lose that last few pounds. But transformation can mean improving performance, having more energy, being more equipped for the sport of life. It can mean any number of different things, and we do believe that there is a methodology and a science to most effectively getting you from point A to point B, and that's what we help people do and I get to spend my days doing and I love it.

[00:04:47] AF: Yeah. That's incredible. I mean, some of the transformations are really just – I mean, they’re eye-opening. They're incredible. You’ve had clients been featured all over the place, from the cover of Sports Illustrated, to Forbes. I mean, the results will speak for themselves, and it's obviously a passion for you. I'm curious to know, was it like a moment in your life where you kind of decided you're really going to give you your physical health and your goal is the attention that they deserved?

[00:05:12] AP: There was one kind of longer-term event and then one earlier moment that created the passion or maybe [inaudible 00:05:19] described as obsession in me. When I was young, I got my first fitness training client just by accident and she was a gal in her 60s. She smoked. She was overweight. She wasn’t very healthy. We started working together and it was one of those fairytale stories. It was really inspirational. 

She lost 50, 60 pounds. She quit smoking. She married her high school sweetheart. I mean, it really couldn’t have been like – It was just like that perfect story. So she said to me, “Angelo, I have another individual, a friend, actually some extended family, who wants to lose some weight also. Can she join us?” and she was younger and healthier, but had a good amount of weight to lose. So we did the exact same things, same exercises, “Okay. We’re going to eat less sugar. We’re going to eat more of this.” She lost 5 pounds. 

I had one client lose 60 and another do the exact same thing who is younger, I might add, and only lose 5. At that point, I became obsessed with answering the question why? Why is it you can have two different people doing the exact same thing and having two different outcomes? That's why I just started on my journey that later led to education and teaching and critical evaluations of how we can identify the path that's going to be the most relevant for each person. That was really getting back to the root of answering that early, early question. 

I’ll leave this spoiler here. Everybody asks me, “I've heard about every strategy out there, every diet from ketogenic, to vegan. From intermittent fasting to small meals. From clean eating to –” I mean, you name it. There's every different program out there and which one is the best one? My answer is all of them work. I have seen every single approach work for someone. Now ask me which one is the best for you, and we can have a meaningful conversation. 

That all comes back to that experience I had very, very early on. I mean, I was probably barely 20, maybe 21 at that time, and that's kind of what set me on my path. Then my late 20s, I endured a fairly debilitating injury that forced me into a unique experience. You kind of hear stories of people overcoming certain adversities and how it grew into something larger. That definitely was unintentionally the case for me. 

Here I am, a personal trainer with a severe back injury. I couldn't even hand people 20 pounds dumbbells, but I didn't want to leave the industry, and this had gone on for years. I just specialized in the coaching nutritional science and strategy elements of fitness and transformations. For years, that's what I did. I traveled. I did seminars, and I educated on the topic of technical transformations. Then in my 30s, I was able to finally get better at some fortunate interventions medically and a lot of hard work, and between the combination, I was able to get myself healthy again. Here I am now a decade later from that applying the life lessons that were cast upon me in my 20s and I’m fortunate for it. I’m better for it, I think, and we’re having a lot of fun.

[00:08:47] AF: Such a fascinating story, and there're chapters there and there're lots to unpack. I think it says a lot that you were on this path in your 20s, 21, getting your first couple of clients, but then as life threw you different curveballs, it forced you to sort of pivot the way you approach it. You’re in a scenario where you're not even able to hand somebody 20 pounds dumbbells, but you still find a way to be engaged, right? You find a way to be doing something that's going to move your goals and keep you involved and your passions forward. 

It's interesting too how – I just discovered something we have in common, but those injuries in those moments really can define you. I remember, I was about 12 years old, I had a spinal fusion, and I was having these crazy – It was kind of when your foot cramps and it sort of tries to bend itself backward. That would happen to my back in the middle of the night random times. They found that I had jumped off a 60-foot cliff into some water and essentially just disintegrated one of the cushions between my vertebrates. 

[00:09:46] AP: Oh wow! What levels were fused?

[00:09:48] AP: I don't remember, to be honest. It’s in my lower back.

[00:09:51] AP: That’s a good thing.

[00:09:52] AF: Yeah. I’ve got them in in some files somewhere, but it's just funny, because before that injury, I didn't – I was very unhealthy. Of course, I was only a teenager, but I didn't really focus on health, whatsoever, or being active [inaudible 00:10:06] gym class. But, essentially, I was told that we could either fuse my back, which they didn't really recommend at the time because of my age, but we luckily found a doctor who had some new procedure that we could perform. But basically I was told that I wouldn't be able to like run a half marathon or like be involved in sports at 12. For a 12-year-old who’s all about Peyton Manning and football, it was crazy. 

When the procedure was done, I got really into sports and working out, became a wrestler, played football. Ultimately, about two years after my spinal fusion, was back doing more than I had in the past. It's funny, I just think hearing about your injury, like we definitely have that in common. I think it's such a common thread for people that are high-performers in life, not classifying myself in a group, but you certainly, that it's a point where you – A lot of people, you can sink or swim or you kind of bow out and find something else, but it shows real determination to stay on that path and moving forward. 

[00:11:08] AP: My experience with people – And like I said, Austin, I am so fortunate. I do. I have the best job in the world. I get people from all over the world reaching out and saying, “Here's what I want to transform. Help me get there,” and it is a unique and thrilling journey for every single one of them.

People that reach out to me, it's interesting, because there seems to almost be this ugly shadow in the industry, fitness industry, medical community, where this is kind of belief that, “Well, someone doesn't have the body that they want, if they're not the weight they want, if they don’t have the health that they want simply because they're just not willing to do what it takes.” 

Don't get me wrong. I've been in this industry for 20 years and I have seen my fair share of that. But by and large, I large find that is false. I find that, really, a more accurate description is people without a strategy, people without a belief system that they can embrace and confidence and faith in a methodology working are the ones that are unable to see permanent change. 

It’s not that they're not willing to put in some effort. It's not that they're not willing to do some work. It's that they haven't been presented with somebody that's going to lead them there, give them the step-by-step and give them the return on that investment. Because there is nothing more demotivating than really trying hard for something and not seeing it work. Versus if when you go to the gym and exercise, when you change your diet, you actually see results. I don't mean overnight. It's not overnight, but you can see some measurable results. It is so motivating. 

More often than not, I find that people are willing to go the next mile, take those next steps. It's that there is a ton of stuff that you could invest yourselves into in the pursuit of better health, better physique, better self, but not all things return the same rate of investment. You got a CD that's paying 1.5%, 2%, or you have this other investment over here that's 10-xing your money, right? 

Most people just don't know which is which and they invest 90% of their time and energy into the items that are only contributing 10% of the results. At MetPro – MetPro is short for metabolic profiling. That's what we insist that we relieve our clients from doing. We insist on not wasting time on the items that are not going to do directly return on your investment and therefore motivate you to take those next steps. 

Maybe my perspective is unique, but I really believe that more people who believe they can have the ability to really and dramatically transform their body, transform their health, and see measurable results if they have the right strategy. I really believe that's the key.

[00:14:26] AF: It's something. I couldn't agree with you more and it’s something we’ve explored on the show for over four years now is this growth mindset, right? You're not just given a hand of cards and that's what you're stuck with. With the right strategy, with the right tactics and the right beliefs, you can make almost anything happen. 

I think too, I'm curious, you mentioned how not everything works for everybody, and that’s a been throughout our conversation, and I was fortunate enough, thanks to you all to be able to go through a pretty extensive amount of time with MetPro, and it was fascinating to me because I was – Obviously, this audio, I'm about 5’10”. I weigh about 210 pounds and I work out all the time, but I'm really not seeing any results at all. 

So one of the things that we really worked on that kind of shocked to me a little bit was I was eating more food, like twice as much food as I normally was. I mean, there were times where I like wasn't hungry, but –

[00:15:25] AP: You got to eat it. You got it eat.

[00:15:27] AF: You got to it. That’s when I would send in like my food and whatever and I was like, “Well, you got to eat some more vegetables, or more grains,” and it's interesting, because the point we’re making here is that it takes the right strategy and it takes the right learning, but you can ultimately reach your goals no matter what. 

I'm curious, my profile really kind of shocked me, but what is metabolic profiling? What is the process of seeing like, “Okay. You are X, Y, Z. This is how you behave normally. This is your body type. This is what she should do.” How do we go about breaking that down?

[00:16:00] AP: I break it into five very important categories. Now there's a lot more to it than this, but we can basically break it into five bullets. I'll just be briefly on each topic. Not everyone is going to have your experience. In other words, not everyone who goes, “Hey, I want to talk to these consultants, to these experts, and find out about myself,” are going to be told, “You need to go and eat more.” 

In fact, sometimes quite the opposite, is we’re being very structured and aggressive and manipulating and calculating what they're taking in. In your case, without looking in depth at your profile, clearly what your coach was doing was ramping up your metabolic rate. They were focused on creating contrast or leverage. So there is distance between what your intake is an then what we would then change it to. So they were identifying you need to eat more, and that's because at some point in the future, depending on what your goal is. I don’t know if you want to lose 20 pounds, gain 20 pounds, we have that leveraged springboard from. 

But everyone's leverage point is different. To answer your question, the first thing we look at is what is your body type and what is your goal? Body type, we can talk about ectomorph, mesomorph, endomorphs. We can talk about how each person is a sliding scale and you're not just one or the other, but you could have traits from multiple. Really, when I say body type, I'm talking about what is your genetic predisposition. Are you predisposed to gaining weight? Are you predisposed to carrying a lot of muscle? Are you predisposed to having skinny legs like me? What is your genetic predisposition? 

Once we identify that, then we want to talk about your goals. I want to clear up what effective goal setting. Effective goal setting is about deciding what you're not going to work on right now. That's effective goal setting, and here's why, because everybody calls me and basically says the same thing, “Hey, Angelo. I want to get a little bit more energy. I want to drop a few pounds. I want to perform better and I want to transform and get leaner.” I know. Because who wouldn’t, right? We want all of those things. 

Now, the reason that you haven't achieved those to the degree that you would like in the past is likely because we were lacking enough specificity in any one particular area to dramatically force your body to adapt. There are people that they’re naturally genetically gifted and they can just dabble in a little bit of this and a little bit of that and see progress across the board. If you are that person, more power to you. 

I’ve worked with a few like that. They’re amazing. But if you’re like all the rest of us, all the rest of us especially over 30 or over 40, you're going to find that just a little bit of dabbling here or there doesn't always produce as dramatic of a result. What we have to do is we have to specialize. It doesn't mean that we don't care about your performance, your strength, your energy, your mile time, how much you’re bench pressing, how much you’re dead lifting. It doesn't mean we don't care about that. It simply means that if we determined that our initial focus is going to be dropping 15 pounds of body fat, everything about your meal plan design, your exercise design, your time management and your overall strategy should be indicative of that goal. We’re going to hit that goal. We’re going to check it off the list and then we’re going to move on to, “Okay. What's next? What's next? What's next?” 

If you would like to lose a few pounds, if you would like to lean out a little but really your main priority is PR-ing your mile time or PR-int your marathon time, then we can dabble in the others, but your training, your nutrition, your lifestyle and your strategy should all pinpointed, reflect that our goal is to PR our marathon time. 

Deciding what our initial goal structure is is critical because we don't have enough hours in the day, and biologically we don't have the ability to recover from unending demand. With finite recovery capacity and finite hours in the day, we have to figure out what it is we want to achieve and apply enough focus on those items to force them to adapt, to progress, to move. That's the first item; body typing goal. 

Did I make sense there?

[00:20:30] AF: No. Definitely. Yeah, I’m taking notes here. I mean, I think there's a lot of things I want to unpack. 

[00:20:37] AF: Hello everybody. This is Austin Fabel with the Science of Success, and this podcast is brought you by our partners at MetPro, a world-renowned concierge nutrition, fitness and lifestyle coaching company. Science of Success listeners can now receive a complimentary metabolic profiling assessment and a 30-minute consultation with a MetPro. To claims offer, head to metpro.co. That's MetPro, M-E-T-P-R-O.CO/success. 

MetPro’s team of experts analyze your metabolism and provide individual approaches to obtaining your goals. MetPro’s proprietary science technology and techniques have helped thousands of executives and business leaders learn how to optimally manage their health and achieve their associated performance goals regardless of extensive travel schedules and demands on your time. It's really incredible and it's backed by science. That’s why we love it at the Science of success. 

I personally was using MetPro for several months and got down below 200 pounds for the first time in a long time. You may not know this or can see me. I’m a little bit a bigger guy. What’s great about it is it uses the science of your body to help you reach these goals. For me, I found that I was eating more food every day, but I was eating the right foods, and the results happened instantly. It was great. 

Once again, Science of Success listeners receive a complimentary metabolic profiling assessment and a 30-minute consultation with a MetPro expert. Even if you don't go long-term, take advantage of this offer. Learn more about MetPro and get your metabolic profiling assessment today. The 30-consultation will add extreme value no matter who you are, no matter how much you work with MetPro. 

Again, go to MetPro. That M-E-T-P-R-O.co/success to redeem this offer today.

[00:22:30] AP: The next one is lifestyle. People will sometimes be taken back. If they reach out to any of our team and any of our professionals, we say, “We’re going to do a one-on-one consultation with you.” They’re expecting to say, “Okay. Here's my weight. Here's my BMI. Here's my current exercise program.” We’re like, “That's good. I got it.” But really what I want to know about is what's your work hours. What time do you go to bed? Are you married? Do you have family inside the house? Do you take meals with your family? Do you take meals out? Do you take meals socially? How often do you travel? In your travel schedule, do you eat out at –” 

We end up talking even more about the lifestyle elements, because that's really the battleground. People asked me often, because they know that I'm a big fan of snacks throughout the day and people say, “Well, science has shown this. Science has shown that.” I'm like, “Yup.” Then ask me, “Why do you do snacks?” Because people don't take snacks socially. They take them by themselves, and I love foods that people eat by themselves because there’s no peer pressure to eat something wrong. 

Honestly, that's the reason. That's the reason I do it. All the other reasons are metabolically it will boost and you can control blood sugar and there're other benefits. There are pros. There are other cons. All of those other reasons, they are dwarfed by the functional, practical application of I can make Johnny eat exactly what I want. If I want them to have some Greek yogurt, half an apple and a handful of almonds at 2:30 in the afternoon, I can get them to do that consistently. If I tell him that I want him to eat this, this and this at dinner when he's out with friends or workmates or cooking with the family, that might be a little harder. So I will take what I can get. So, practical application. 

Then people would say all on this kind of topic of lifestyle and knowing someone, I’ll do these seminars, executive retreats or things like that and people say, “Mr. Poli, I know of the celebrities you work with, or this athlete that you've worked with. What's the secret to success? What do you have them doing in the gym, or what do you have them eating?” My response to them is always the same, it's you're asking the wrong question. 

It's not about the gym. It's not about your food. It's about time management. It is really about time management, because the gym and the food and all of your best intentions don't happen without time management. People say, “Oh! Yeah. No. I know how to do that. I know how to food prep and I know what’s good to eat and what's bad to eat.” I believe you. I know you do. My job is to help you execute on what you already know fast. Speed is king. 

If you can execute quickly, if you have an expert in your corner, a consultant, a coach who is teaching you the skillset of executing on just the right strategies for food prep, on just the right strategies for what you should and shouldn't be doing in the gym. It is all about speed, because the number one reason someone didn't get to the gym, someone didn’t what they were supposed to, someone didn't follow through with their strategy. The number one reason, “I ran out of time. I got too busy.” That's the number one reason. It is all about lifestyle. That's really where the strategy component comes in. 

Then identifying, kind of leaving that. That was the second category. Then going into the third. This has to do with the evaluation process for someone, and you can do this at home. I mean, this isn't just for someone who's thinking about working with one of our professionals. I want everything we talk about to be applicable tomorrow for you. I’ll always try and put that slant on it. Are you strategic or metabolic? This is a little pulling back the curtain and giving you the insights on how our experts work. 

This is what our experts are looking to determine about you in the first phone call with you. Are you strategic or metabolic? Here's a hint. You're both, because everyone is both at different times. But roughly, are you the type of person who with the right exercise and with decent nutrition sees progress, or are you the type of person that despite dialed nutrition, despite consistent exercise, you've experienced the plateau, because that is two different strategies. That is two different programs. For one, we have to manipulate your metabolic circumstance. We have to actually challenge your metabolism to speed up and then create enough contrast and leverage, which we’ll talk about in the next point. 

For the other person, it's not so much about, “Okay, we have to speed their metabolism. We have to alter their chemistry.” No. It's simply about we have to create enough time and strategy for them to be consistent with clean eating and regular exercise. Here's how we’re going to do that. Are you strategic or metabolic? Then that dovetails really into answering your ultimate question; how do you transform someone? How does someone see success? The answer, I believe, is baseline testing. 

Austin, I have literally dieted 20,000 people. I’ve have been doing this for two decades. I have learned from that experience that I do not know what you have to eat to lose weight. I’m using weight loss as the example. It could be anything. But 85% of people who call us up struggling to lose weight. So I'm going to use that as our vehicle for today. I don't know what you need to eat to lose weight. The reason I don't know is because it is different for every person. That's why it makes complete sense that there are literally a thousand different strategies and Gurus saying do this and do that and they all contradict one another and there is no standard. Medically, there is no standard in the fitness industry on what you should or shouldn't do nutritionally to lose weight, because all approaches can work for a subset of people. 

Not all approaches have been optimized or tailored to what you need. That is an answerable question, until we baseline test. If we baseline test, then I can actually say, “Here is where your body is today metabolically.” I can't promise good news or bad news. It might be great news. It might be terrible news. What I can promise you is I can get accurate news, and at least armed with that accurate news, then I can lay out your options. 

To illustrate, our baseline testing process, years ago, when it wasn't called MetPro. It was just Angelo Poli coaching Johnny. That was it. But years ago when I started developing kind of a process in place, what I learned is that I had to create leverage and not everyone has the same leverage point. I would baseline test. 

I put someone a meal plan. I'd have them follow it, and then after a period of time following the meal plan, doing an exercise program, I would be able to assess how their body was responding and what changes we would need to make. It used to take me 4 to 6 weeks. I mean that was a bummer. That sucked, but that's kind of the industry-standard, “Here. Go follow this diet or this meal plan or this workout regime. Do this for 4 to 6 weeks. Come back. We'll talk about your results and then make some changes.” That was just too long. I wasn't feeling that. 

Over time, I wrote the book, Metabolic Profiling, checklists, and we were able to get that process down from 4 to 6 weeks down to seven days. Now, go follow this strict protocol. Do this, do that, the other. In seven days, granted I don't have all data fields, but I have a good indication. Then with iteration, time marches forward, we’re able to introduce some technology. 

With that aid of tech and algorithms, now we have that process down to about three, four days. Usually about 72 hours. Now, I know there's going to be some naysayers out there, some listeners, some people maybe in the fitness industry that are like, “Oh! You don't know what you’re talking about. You don't know if something working in three days,” and you are right. You do need more time for a full evaluation. But in 72 hours using technology and our algorithm and baseline testing, we’re able to identify enough markers to where we can begin making new recommendations with confidence in the 90 percentile accuracy just looking back at historically here's what we have recommended, and over 90% of the time 92%, 94% of the time, it was the right recommendation given the data feedback we get in just 72 hours of engagement. On the times we were off, we catch it in the next 72 hours. So it's not like you two months later we figured out we made a misstep. No. That's where the technology has really come of age. 

Practical terms, now you went through at least a form of baseline testing. Didn’t you, Austin?

[00:32:01] AF: We did. Yeah. We made a couple of pivots in my diet. First of all, which was I had to stop drinking Guinness. But that was probably the most difficult pivot, but we did go through a couple of the times adding in – Actually, I think there was more carbs, but they needed to be the right kind of carbs, obviously.

[00:32:19] AP: That's interesting. You would be among the – I’m going to say – I mean, that's not unheard. Probably 25% to 30% where we actually end up increasing first step, but here's what I – Full disclosure; if you love drinking Guinness, if you love this, it’s not that you can never have that stuff again. 

[00:32:35] AF: Sure.

[00:32:36] AP: I am going to ask for baseline testing purposes. You have to give me three perfect days.  That means doing without the booze or without this, or without the sugar for three days. If you can go three days, then I can get enough baseline. Here's what that looks like. Basically, we’re going to put you on a meal plan. That's straightforward. It’s been used not by just one or two people. This is a meal plan that of course is matched to your age, your gender, your demographic, athlete, mid-30s circumstance, but has also been used to baseline test thousands of others, and that's relevant. 

The reason that's relevant is because then I can take the data that I've gotten from them and say, “Okay. On this exact intake,” and I know your calories, your macronutrient breakdown per meal, the glycemic load of meals, the intervals of time between them, we have everything measured. Now when I get your results, I can compare your results to thousands of others who have done the same test and I can say, Based on your average, male, mid –” Whatever the case may be, female, mid-40s, whatever you land in, the average person loses 1.2 pounds in your demographic on this intake. You lost 3 pounds, or you gained half a pound, or whatever the case is. We’re going to get a data point, and that's where it's neither good, it’s neither bad, it's just honest, and it's not debatable. It's not, “Well, my opinion is this or that.” I'm talking past tense. Not what I think is going to happen. I'm looking back at what just did happen, and what just did happen was empirical data. 

So now we have that data and we’re going to say, “Okay, based on your data, we need to make this, that or the other change in order to drive you towards your goal of building muscle, or your goal of losing 50 pounds, or whatever goal it is that you have. In that evaluation process, we reveal some pretty critical truths about your personal metabolism. We figure out if you have leverage, you've probably heard about the debate between – What is it? Calories or carbohydrates? Have you ever had that conversation with anyone, Austin?

[00:34:57] AF: I haven’t. No.

[00:34:58] AP: Okay. That's a big – I mean, there is 101 different strategies out there. But most diets fall into one of two grandfather categories. They either fall into calorie control or they fall into carbohydrate control. There is a whole genre of everything from aggressive ketogenic to something more like the South Beach or Mediterranean diet, which are applying carb management. All the way over to, whether you realize it or not, intermittent or cyclical fasting, that is calorie control. Whatever brand or breed or style of the hotness of the month, diet is out there. It usually falls into one of these two categories. Now which one is better? That is a flawed question. That's like walking into the car mechanics garage and saying, “Hey, what's better? The screwdriver or the wrench? Because my neighbor really loves his wrench and it's working good for him.” It's a ridiculous question. Whatever tool is going to work for the job you have, and the job you have has to do with leverage. Leverage is where you can affect the most change. 

This probably isn’t a shocker to anyone, but here're all the secrets. Here're all the secrets. If you are used to watching carbs and you are trying to lose weight, simply cutting a few more carbs out of your diet is unlikely to produce dramatic results. It's going to be marginal? Why? Because your body is already used to watching carbs. If you are used to restricting calories in any way, shape or form, simply restricting a little further is likely to produce unremarkable results, because it's not dramatic enough. 

What we’re going to do is we’re going to look at where do we have the most leverage, and maybe it's a combination. Wherever we have the most leverage is likely going to be the path that’s going to produce the greatest results and it's not you go down this path and it’s once for all time. It's we’re going to leverage this tool now until we start to get diminishing returns, because we track everything. As soon as we begin hitting diminishing returns, which is survival mechanic. Your body is going to hit a plateau. That's what keeps you alive. It happens for absolutely everyone. We’re going to pivot and implement another strategy and then pivot again and again so that way we continue to shock and force your body to adapt. That is the process of baseline testing. We just start with a very pointed and sharp baseline testing 72 hour period and then we move into larger, more general reassessing and reevaluating periods as we continue to march towards your goal. 

[00:37:47] AF: It’s fascinating. There's a lot to unpack there, and it’s definitely a very thorough process, and having been through it, I can attest to everything you're saying. I'm curious too, when it comes to achieving our goals in general, something that rally stood out to me and something that I know is it's backed by science and whether trying to quit smoking, whether you're trying to develop a new habit or break a bad one, is there's always this thing that's lacking when people lose – They don't follow through on their goals. They don't get where they want to go. I feel like majority of time, that's accountability. When you get up to go to the gym, it's really easy to press the news and just turnaround and not go, unless you have someone waiting on you, someone that’s going to go, hold you accountable. It's really easy to say, “Screw it. I’m going to have a smoke break,” unless you’ve got that coworker across the hall or the other desk who’s also trying to quit with you. 

One of the things that I think so crucial to hitting your goal no matter what it is is accountability. That plays into your overall system in a really, really heavy way. How important is accountability when you're trying to either break a bad habit or start a new routine?

[00:38:51] AP: I love where you're going with that, because that's very much our belief system at MetPro, and we have proven out the fact that everything you just said is accurate. It is indisputable. You will let yourself down before you'll let someone else down. that's just the fundamental human reality. We just react. We respond that way. 

That accountability factor is huge, and that actually dovetails beautifully into the fifth area of evaluation, and that the psychological profile. Now, we’re not psychologists, but we pride ourselves on being expert motivators, because that really is what it takes. But what we've learned interestingly is that not everyone is equally motivated by the same stimulus. Everyone is motivated by accountability. Everybody is empowered by leadership and a coach and companionship on the journey. 

With that said, there is quite a bit of diversity in the style and breed of motivation that really resonates with some people. For example, some people really thrive under a highly mentored program where they really feel like they have a support system. Someone who’s taking an interest in them. Someone to pick them up when they fall. Someone to really walk hand-in-hand with them through the process. 

Others we find, while that always helps, is less concerned about the outside stimulation and more concerned about having someone to teach them the why. In other words, “Sure. I'll do that exercise. I’ll eat that. I’ll do what you're asking me if you can explain to me why you're asking me to do that. Why specifically that instead of something else, and then what you're planning on having me do next.” Those people thrive under more of an instructor relationship where someone is imparting to them more detailed knowledge and teaching them the why behind the strategy. Then there's the third kind, and I know a few of the listeners are going to be nodding their head going, “Yeah. Okay, at least one of these relates to me.” The third kind is the type that, “Hey, I want to know the why and I want the support, and that's all great. But you want me at my best for better or for worse? I needed challenge. I need to be invited to meet your challenge.” That's a whole breed into its own. 

What are coaches try and to do is really figure out – Now, it's not good to change the science. The science is very data-driven, but it is going to change the vehicle that we use. I have some clients where I’m like, “You know what I'm going to do tomorrow? I'm going to the track and I'm going to run. I'm going to the gym. I'm going to do this work out. Here, I'm sending you right now. You’re going to get it in your app. You’re going to get it. I’m going to send you the exact workout I’m going to do. We’re going to do it together. You’re going to tell me how much weight you used, your reps, and I’m going to tell you mine.” That's that person who wants that companionship and that support, versus I give the exact same assignment to another client. Exact same assignment, “Hey, here's the workout I did today. Here’s the reps I did and the weight I did. Let’s see if you can keep up.” It’s the same thing, right? 

[00:42:17] AF: Sure. 

[00:42:18] AP: But it’s just how it's presented. So that's where the art – I believe, the art of coaching and the science of coaching really comes to play. Something really interesting. For years, before developing my own company, what I did was I consulted for wellness programs and larger health clubs all up and down Northern California. What I would do is go in and I would coach anyone involved in their personal training program and I would actually assign personal training participants to specific coaches. I would give them their meal plans. I would do their overall program design. Then the personal trainers that worked at these gyms would take them through the workouts. It always – Rather, I should say, it never cease to amaze me how you could have the exact same program; nutrition, workout layout program design, and someone could thrive under the mentorship of one coach and struggle under the mentorship of another even when the program was the same. 

It just gives credence. It lends its support to the belief system that the mind and the body are connected and things that motivate us, people that motivate us really do make a difference, which is one of the core five things that we believe in and we hang our hat on and build our philosophy and methodology upon at MetPro. I am huge on the accountability piece. 

[00:43:52] AF: One of the things you said a little while ago that I thought was pretty insightful was the secret to success is time management. I'm curious, even outside of your fitness goals and running a business, obviously, there’s lot of demands on your times. But how do you go about managing your time and managing your routines? What's a typical day for Angelo look like?

[00:44:12] AP: Well, I don’t want to bore you with the details of my typical day, but I want to give you examples of what time management looks like that I think would be applicable for our listeners. Here, I have lists of like, okay, top 10 destructive behaviors. They all have a theme. They’re behaviors that are disruptive in a good way to your lifestyle. They all have a theme. They save you time. 

One of the examples – Of course, I apply this in my life as well. One of the examples is can you eat breakfast? That's a simple question. Can you breakfast? If somebody says, “Yeah, I can eat breakfast.” “Well, then great. Here's what I want you to do. While you're eating breakfast or making your breakfast, I want you to pack some of that breakfast as an afternoon snack.” Why is that highly disruptive? Because you can't back out of it and say, “Oh, I don't have time for that,” because we just eliminated time as a barrier. You're already making breakfast. You can use the same ingredients or just reach one shelf higher to grab a different ingredient. It doesn't add any measurable amount of time to your day to throw something in a sack lunch bag, take it with you and you have an afternoon snack. It’s disruptive, because now you've committed to two things, not one. You've committed to eating breakfast and you've committed to an afternoon snack, which is committed you to basically a structured timeline without even realizing it. Now you’re going to have breakfast. You’re not going to miss your lunch, because when you eat breakfast, believe it or not, you actually have a little bit more appetite for lunch. So now you’re going to have your lunch, but you’re not going to overeat at lunch, because you know you've committed, “Hey, I promised to Angelo I'm going to have this afternoon snack.” So you’re going to eat reasonable at lunch because you’re going to have that afternoon snack coming. Now you've already eaten three times by the middle of the day. So it's unlikely that you're going to have low blood sugar when you get to dinner and accidentally overeat. 

At dinner, though you may not eat perfect, you're more likely – You're setting the stage for statistically favorable outcomes in your food decision at dinner, which means that because you’ve kept your blood sugar stable, you've eaten throughout the day, you're less likely to binge eat on sugar and chocolates and ice cream before you go to bed at night. One tiny little act has disrupted your entire day in a good way. Time management, number one reason why somebody will – They will either live or die by it. When somebody fails to reach their objectives, it is not a flaw in willpower. 

I mean, you could almost say that it is a statistical margin of a rounding error is willpower. Don't get me wrong. Willpower is something we cultivate. In other articles and sessions, I talk a lot about the value of having values over goals, having character over willpower, but all of that aside, the time management and your ability to execute on time management always ends up being the deciding factor, and here is why. Are you going to have this – Now, mind you. You're trying to be healthy. You’re trying to eat good. You're trying to have a healthy strategy in your life. I'm going to give you two options. You can have this grilled chicken salad. It's delicious it's freshly made, or you could have this greasy cheeseburger, and I'm handing you both. Which one are you going to eat? If it was simply a matter of willpower, then that means you'd always go for that greasy hamburger. But guess what? I bet every single person listening is going, “Oh! I’d take the chicken salad. I'm wanting to be healthy. He's making it for me. It's right there. I'll eat the chicken salad.” You know what I found? Coaching about 20,000 people, is 90% of the time people will take chicken salad. 

Then why aren’t people eating the chicken salad? Because life isn’t giving you those two options. It's 2 o'clock in the afternoon, the boss is calling you. You're behind on your deadlines. You got to pick up kids. You’re running late. You haven't even gotten to your lunch. Now your body is saying, “You got to eat something now or I’m going to revolt. Your blood sugar is taint. You’re starving and you can just grab that delicious smelling hamburger that's going to cost you a nickel and all you have to do is turn right, right into the drive through. Not even get out of your car and they’re going to hand it to you. 

Option B is you can stop what you’re doing in the middle of the day, drive home, put on your apron, get out your chopping board and start cutting and slicing tomatoes and dicing onions. Now, which are you going to do? When you look at it like that is it really is it willpower? Is it really? It is willpower or is it really time management? 

[00:48:51] AF: Right. That’s an interesting example. I love how kind of laid that out. I think I’d probably fall in the camp of eating the chicken salad and having a bite or two at the burger.

[00:49:00] AP: Fair enough. Deal. Fair enough. Yup.

[00:49:03] AF: I’m interested too, you mentioned something about sleep, and sleep the something that we've dug into a lot on the show. How to have a better night sleep? What sleep science says around that? What do you think is the optimal amount of sleep for us to get and what roll does sleep play in your life? Being a business owner, I'm sure you've got all sorts of constraints on your time and things going on. What role does sleep play in all these? 

[00:49:23] AP: Oh, man. You’ve been spying on me. You’ve been talking to my wife. You hit me in my weak spot. Sleep, I have struggled with that for years since I was a teenager. I never was a good sleeper. That said, despite that, I can tell you, I function just fine on significantly less sleep than my wife functions on. Just from a practical standpoint, I can tell you that different people need different amounts of sleep. 

That said, don't use that as an excuse or an enabling. There is nobody out there that, “I have three hours of sleep at night. It's all I need. I function great.” Yeah. Bull crap. It’s guts garbage. Everybody needs at least some threshold of sleep and quality sleep too is so important. I would even lump sleep in with a bigger category, and that is simply recovery. I get some people that are really gung ho about they love their fitness routines and they sleep every night, but they just don't give their body rest from the battering and recovery. Recovery and sleep all factor into what your body needs. 

Going back to willpower, cravings, blood sugar, all of that is affected if you're not getting enough sleep. If somebody – If we’re seeing, statistically out of character, deviations in somebody's weight history. I want to qualify that. That was a mouthful. What that means is if you find that you’re the type of person where every day you could gain or lose a pound, you're completely normal. That is everyone, even people losing weight, and on a good trajectory, they'll bounce up and down, up and down. 

We've tracked people on different regiments and different routines. We’re just hardcore. We know bite for bite what they’re eating. Day by day, how they’re training. Even if they are rapidly losing weight or if we have them on a rapid gaining progression, it's always a zigzag. You’ll be up a pound or two, down a pound or two. That's completely normal. 

Now, if over 7 to 9 days we know what you're taking in. Metabolically, your body is indicating that it should be in a downward trajectory. Yet that's despite some bouncing and minor fluctuation, you are not progressing or seemingly going up when there is no statistical reason for it. One of the first things that our experts will look at is sleep patterns, because that will throw off the body chemistry. It'll alter how much – I mean, just think of nights you don't sleep good. You wake up the next morning puffy. I mean, that's just the common sense stuff. It will absolutely influence water retention, how your body functions, stress hormones, all of those things. We’re always looking at habits that will help you sleep better. 

Possibly, doing a lot of intense brainwork right before you go to bed, or a vigorous workout right before you’re trying to sleep and then scratching your head going, “I wonder why I'm not sleeping so well,” or simply not having a consistent schedule. All of those things are what we have found to be the largest influencers on whether somebody's getting good or bad sleep.

[00:52:41] AF: Yeah, I think regularity is really key in there. Then, of course, I think everybody in the world has an issue with looking at their devices before they go to bed, which science has shown is probably the last thing you want to do. For me, I mean, I was very similar to you and like I would stay up till 1 AM before I had children, a kid, excuse me, just because I could. Now I find that I wake up at like 4:30 in the morning but I'm in bed usually asleep by 9:30. 

Man! Angelo, this has been great. I really appreciate your time. I’ve got just like one or two kind of last little questions that I want to dive into and then I'll let you go here. But I'm curious, you seem like someone who is an avid learner, someone who's constantly trying to grow, take a look at the science. What book have you read in the past year that’s really kind of made you stop and think and has you implement something new in your life.

[00:53:29] AP: Oh! Okay. What I’ll do is I’m going to give you a recent one just because I've just recently been reading it. Recently, I have been reading Extraordinary by Michael Dauphinee, and his take and his look into how we think what our strengths are and our vocabulary to express and identify personal strengths and weaknesses is brilliance and. He is an acquaintance of mine, a friend of mine, and his newest book I have absolutely been loving. I would give that my highest recommendation. If you're interested in psychology and motivation and how our brains work, you'll probably really enjoy it. 

[00:54:13] AF: What’s one piece of homework you’d give the audience listening today to start to implement in their lives tomorrow when they wake up to help achieve their goals?

[00:54:20] AP: Oh! I'm glad you asked that. Of course, anybody is welcome to reach out to us, and we would love to talk even if you’re in an info gathering state. But if you were going to have one assignment tomorrow, go home, write down what you're currently doing. If you are participating in a health and wellness, in a fitness, in a weight loss, in a strategy in your life, write down what you've been eating this week and what exercise you've been doing. 

I want you to take it to someone in your life, not an expert, not a trainer, not a nutritionist, just taken to someone who you think is intelligent and reasonable. Show it to them and then ask them, “Based on this, what would you guess my goal is?” If they cannot give you an answer, reevaluate your priority hierarchy. You have to become more specific in your efforts. 

[00:55:19] AF: Man! That some good advice there. I've never thought about doing that. It's interesting. I've ever heard doing some similar things on how we take feedback and how we kind of get a full assessment of who we are kind of as a human under stress, asking people like, “Who do you think Austin Fabel is that at its best?” and having them kind of tell you what you look like at your, because you may not know. 

Looking at what you eat, it's crazy, because I mean even for me I think, I ate like half a cup of candy popcorn last night. Didn't even think about it. But if I had to actually write that down and show it to somebody, I’d probably like, “Oh! I shouldn’t have done that. It’s not worth the shame.” 

[00:55:56] AP: Don't get me wrong. I mean, I love candy popcorn. I'm not one of those guys that I think all sweets or treats or desserts are evil. I’m one of those guys that says, “Hey. Look, Austin. You called me because you said I want to achieve X, Y, Z objective. While that doesn't mean never indulging in those things, I’m going to make sure our strategy is dialed in specific enough to where if I'm going to put my name to it, you better believe, we’re going to hit those objectives. That's what it's about.”

[00:56:26] AF: I love it. Angelo, where can people find you if they want to learn more?

[00:56:30] AP: Austin, thank you so much for doing this. We’re going to do a special consultation offer for your listeners if you go to metpro.co/success. That’s metpro.co/success, then we’ll know that they came in from your channel and we’ll give them a free consultation to actually talk with one of our experts.

[00:56:54] AP: Yeah. It’s such a generous offer. I can't recommend it enough. Definitely encourage everyone in the audience to at least take advantage of this 30 minute consultation. If anything else, take some of the things that Angelo has been talking about today and then act them in your own life. You’re going to definitely going to see results. I’m not going to attest to that. But, Angelo, I’ll let you go. I know you're busy. It's been great talking to you and thanks for coming on speaking with the audience. 

[00:57:15] AP: Thanks so much. 

[00:57:17] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Thanks again, and we'll see you on the next episode of the Science of Success.

February 27, 2020 /Lace Gilger
Health & Wellness
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Sorry Not Sorry - The Truth About Apologies with Sean O’Meara

February 20, 2020 by Lace Gilger in Emotional Intelligence, Influence & Communication

We’re sorry about this episode.. or rather.. this episode is about BEING sorry. When should you say sorry and when should you stand your ground? What makes an apology meaningful? We uncover the truth about apologies with our guest Sean O’Meara. 

Sean O’Meara is the founder and Managing Director of Essential Content, a specialist content, and PR agency. He is also the co-author of The Apology Impulse: How the Business World Ruined Sorry and Why We Can’t Stop Saying It. He has worked with organizations including the BBC, Trello, Co-op Bank, and many more!

  • Why do we live in such a culture of apology?

  • Social media has given consumers access to brands, which has created a lot more accountability for brands. 

  • Most of the time, nothing bad happens if you don’t say sorry. 

  • How to deal with criticism

  • Ask yourself seriously if you’re at fault

  • If you aren’t at fault:

  • Explain the situation

  • Offer sympathy 

  • If you are sorry:

  • Decide how sorry you are. 

  • Decide what you’re going to do about it. 

  • The best apologies have the crucial ingredient of action or change going forward. 

  • An apology without action is useless. 

  • Contrition exists on a scale - you can be varying degrees of sorry. 

  • The more you over apologize, the more you devalue the concept of being sorry. 

  • The word sorry has been cheapened and devalued in today’s world. 

  • You can outsource your apology in Japan. 

  • The “spotlight” effect and how criticism can create a dynamic of feeling like there is much more under the surface. 

  • The Power of NOT saying sorry all the time. 

  • “Nothing attracts a crowd like a crowd”

  • There’s often lots of people sitting silently that think “don’t apologize!”

  • “Alienation marketing”

  • How do we decide when we should say sorry and when we shouldn’t? 

  • Sometimes it’s best to wait before apologizing, instead of jumping the gun

  • How you can mess up your apologies

  • Using the passive voice messes up your apologies. “Mistakes were made” instead of “we made a mistake.”

  • “Schrodinger’s Apology”

  • What can we learn from the Tylenol poisoning crisis?

  • If you focus on actually fixing it, instead of protecting your reputation, your reputation stays protected. 

  • Homework: Have a crisis management plan before you need one. What to do when you fail, and what to do when people think you’ve failed but you haven’t.

  • What are you accountable for? 

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Sean’s website

  • Sean’s LinkedIn and Twitter

Media

  • GritDaily - “How Brands Ruined “Sorry” in 2019” by Sean O'Meara 

  • City A.M. - “Sorry not sorry: End the apology culture in business” by Sean O’Meara

  • Kogan Page - How Your Company Shouldn’t Apologize

    • Getting the Timing Right: When Should a Business Say Sorry?

    • Quick Fire Buzz Wire with Sean O’meara

  • Home Business Mag - “Office Missteps? Three Steps to Saying Sorry at Work” By Sean O’Meara

  • Recruiter - “The Apology Response Plan: 3 Questions to Ask Before Responding to Criticism of Your Company” by Sean O’Meara

  • Fast Company - “How to address an issue without saying ‘I’m sorry’” By Stephanie Vozza 

  • Open Business Council - “Viral News, Outrage Culture and ‘Fauxpologies’: The Book That Shows How Business Has Ruined ‘Sorry’” By OpenbusinessCouncil

  • MyCustomer - “‘Outrage capitalism’ and the unexpected benefits of not saying sorry to customers” by Sean O’Meara

  • Vox - “Why are brands so bad at apologizing?” By Terry Nguyen

  • Trello - “Fight Or Flight? How To Channel Your Work Anxiety In A Productive Way” by Sean O’Meara

    • “Is Your Quirky Job Title Damaging Your Productivity?” by Sean O’Meara

    • “Why Slacking Off Can Speed Up Your Productivity” by Sean O’Meara

  • The Telegraph - “Sorry seems to be the easiest word: Justin Trudeau, and the art of the political apology” by Sean O’Meara

  • [Podcast] The Entrepreneur Way - 1444: Having the Right Idea at the Right time with Sean O’Meara Founder and Owner of Essential Content Ltd

  • [Podcast] Business Innovators Radio Network - Mike Saunders Interviews Sean O’Meara Co-Author of The Apology Impulse – How the Business World Ruined Sorry and Why We Can’t Stop Saying It.

Videos

  • Kogan Page - How Your Company Shouldn’t Apologize | Sean O'Meara

Books

  • The Apology Impulse: How the Business World Ruined Sorry and Why We Can’t Stop Saying It by Cary Cooper and Sean O'Meara

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet with more than five million downloads and listeners in over a hundred countries.

This episode is about saying you're sorry. When should you say sorry and when should you stand your ground? What truly makes an apology meaningful? We uncover all of this and the truth about apologies with our guest, Sean O'Meara.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word smarter, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we had two guests discuss the light side and the dark side of influence. If you want to use Jedi mind tricks to influence others, listen to our previous episode.

Now for our interview with Sean.

[0:01:37.5] MB: Sean O'Meara is the Founder and Managing Director of Essential Content, a specialist content and PR agency. He's also the co-author of Apology Impulse. How the Business World Ruined Sorry and Why We Can't Stop Saying It. He has worked with organizations including the BBC, Trello, Co-op Bank and many more. Sean, welcome to the Science of Success.

[0:01:58.2] SO: Hey, Matt. Thanks for having me on.

[0:02:00.1] MB: Well, we're excited to have you on here today. I'd love to start with a bigger question, which is really in many ways we almost live today in a culture of apology. Your book really strikes at that in many ways. I'm curious, how did you pick this topic to really delve into and why do you think that culture has really emerged in our society?

[0:02:27.0] SO: I think there are two main reasons why we're now seeing and hearing a lot more apologies. They're both social trends or social movements. The first kind of accelerant of the public apology frequency that we're getting now in our news is to do with social media. Social media is giving consumers two really important things, given them access to brands, whereas before social media if you wanted to raise an issue with a brand, it took a little bit of effort. You would have to write a letter, or ring the head office. Now you can literally do it via your phone in a few taps.

We've got greater accessibility to brands. That has given the consumer much more accountability. The brands now, they figured out over the past few years that they have to answer to consumers. What's actually happened I think has been a little bit of an overcorrection. Social media was good, because it did provide accountability. The pendulum has swung a little bit too far the other way and now brands, instead of providing reasonable accountability and ensuring that consumers are mistreated, what we see is brands groveling and apologizing when really, they don't owe anybody an apology.

The reason myself and Professor Cary Cooper wrote this book was because we've worked together on articles in the past. I'm a publicist by trade, so my whole career is based around protecting reputations. Something happened a couple of years ago that with a client of mine that really changed my thinking on the concept of the corporate apology. I went over and spoke to carry about it. What happened was this client family-run business in logistics sector and they offered relocation services, shipping, storage, removals.

They'd received a complaint from a customer who'd said, he tried to ship some tools from London to New Zealand. The tools got held up in customs. Now he'd flown over. He'd got a – he was a very specialized engineer, he'd gone over for a job. He couldn't get his tools. They weren't easily accessible on the retail market. He couldn't just go and buy some replacements, so he was stuck.

It turns out, I spoke to my client and my first piece of advice was well, we need to apologize. He said, “Well, I don't want to apologize, because we as policy, we advise all client to ensure that their customs paperwork is correct and we give them as much help as possible. Now we spoke to this customer a couple of times to warn them that their customs declarations weren't quite right and it's something that the customer has to do for themselves.” Long story short, the client had said, “If I apologize, I'm effectively accepting blame for something that A, wasn't my fault and B, was something that I warned the customer about.”

Against my better judgment at the time I said, “Okay,” because the client really didn't want to apologize. I said, “What do we do if we're not going to apologize?” He said, “Well, why don't we explain?” We responded to the customer, because they escalated their grievance from angry e-mails to Twitter. The client’s reputation was beginning to suffer, the longer we didn't say anything. I was overruled as a publicist and the client said – here’s what I want to say. I don't want to say it unsympathetic, but I also don't want to appear that my company has done anything wrong.

We responded to the client and we said – we deliberately didn't say sorry and we said, “We appreciate that this is highly convenient for you, although we did really try to press on you the importance of this paperwork. Because you didn't complete this paperwork that you now don't have access to your tools.” Then I sat back and I braced myself for a barrage of hate. This was in the public arena. People were able to see these tweets. This guy was – he was tagging other people in. I was very prepared for it to go south from there.

What surprised me and made me change my thinking on not just apologizing, but on reputation management in general was sometimes, in fact most of the time, nothing bad happens if you don't say sorry. That then – it tuned me in to other apologies. I started looking at other brands. Every day, there would be a brand saying sorry for something that I thought – we don't mean that. There is no way on earth you are actually sorry. This is a quite clear public relations exercise.

I then rewrote my own guidance to my clients on how to deal with criticism, because that is where the corporate apology comes from. It may have escaped me, but I've never witnessed an apology that just came out of the blue that could have been concealed. Brands only apologized when their conduct is known. The consumer has become the brand's conscience.

What I started to do was advise my clients to follow a step-by-step process to deal with criticism. The first step is ask yourself sincerely, are you at fault? Are you actually sorry? Then if the answer is no, follow these steps. They involve explaining the situation, offering to help and showing sympathy and crucially not saying sorry. If on the other hand the client is at fault and they do owe somebody an apology, there is there is a step-by-step process of doing that. The first step is decide how sorry you are. A point we try to make really, really clearly in the book is that contrition exists on a spectrum.

There is a huge difference between “Sorry, your delivery was late,” versus “Sorry, there was a fault in this car that caused it crashing and sustained injury.” The more you over-apologize, the more you devalue the actual concept of being sorry. You see brands are always extremely sorry. They can't help themselves by dialing up the intensity on their apology. The first step is are we sorry? Yes, or no. The second step is how sorry. The third step is what we’re going to do about it. Because an apology isn't worth anything if it's just words. There needs to be action. You need to communicate to a customer, or an audience. “We acknowledge that we failed and here's what we're going to do to put it right.” The best apologies always have that crucial ingredient of this is what you can expect from us going forward.

A really nice example of that was JetBlue in I think 2004. They'd had a huge operational failure and lots of people were stranded in airports that they didn't want to be stranded in. Thousands of customers were upset. Not only were these customers in the wrong place, there were other customers watching how JetBlue handled it.

Their CEO David Neeleman made what I would describe as the first social media apology. He made a YouTube video apologizing and also saying, “This will never happen again, because we are doing this and here's what you can expect from us.” They actually wrote a customer Bill of Rights, published it on their website and it's been on their website ever since.

The thinking behind the book was we as publicists and business communicators are going to – we're going to really wear out the value of the word ‘sorry’ if we keep going the way we're going. Customer trust is going to just tank and we aren't going to have any effective tools for crisis management for handling criticism and for building trust. I wanted to along with Cary, my co-author, write a book that could effectively rescue ‘sorry’ from obscurity before the customer, consumer trust in the word disappeared completely.

[0:11:24.4] MB: That's a great insight. Do you feel in today's world that ‘sorry’ has been already cheapened and devalued in some ways?

[0:11:36.4] SO: I do. In both contexts, I think in interpersonal relationships, especially in in certain cultures. I'm from the UK and we're famous for using ‘sorry’ as a social lubricant. I've noticed this for years and I now – I work really hard not to say sorry when I mean something else. A couple years ago, I was standing on a train platform early in the morning. There was me and there was one other guy on the platform. He came over and the first word out of his mouth was, “Sorry.” Then he said, “Sorry, do you know if this train goes to the airport?”

Now that's really common here. ‘Sorry’ is the icebreaker. Obviously, the guy had nothing to apologize for really, other than breaking the social convention of interrupting me from staring at my phone, or whatever else I would do. The train did go to the airport so I said, “Yeah, the next train goes to the airport,” and we both got on with our lives. I spent the rest of the day paying attention to how many times people apologize.

People in the UK are weirdly proud of this quirky awkwardness, where they say sorry when they don't mean it. I don't think we deserve to be proud of that. I spend quite a lot of time in Spain where my parents live. People in Spain don't think it's cute and people in America – a friend of mine lives in Dallas. I remember noting the difference. I was over there for is wedding. I was there for a good couple of weeks. Americans seem to have a lot more vocabulary for those little moments, those little, “Excuse me. Do you mind? Can I interrupt you for one second?” Kind of interactions. Whereas in the UK, it's always ‘sorry’. You'd be amazed at how many people start a conversation with the word ‘sorry’ and then go on to talk about something that isn't an apology.

That said the UK are the worst in terms of apologizing. From the research we've done in the book, we are the sorriest culture. I think Japan has a very unique and interesting relationship with contrition. You can actually outsource your apology in Japan. There are apology agencies, which will go and apologize for you and looking into why that is. Cary, the co-author, reserved, renowned psychologist, he had some insights on this anyway. A lot of it is to do with population density. If big cities in Japan are crowded, people are on the subway. There's a lot of small micro-interactions.

The other thing is on a culture. Some cultures are a little bit more relaxed about minor social transgressions. Different countries in Europe are very different about how they deal with for example, getting in somebody's way on the streets, or holding a door versus not holding a door. Other cultures are very, very fixated and they really value those very small gestures.

I think a lot of work has already been done to devalue the apology. I think everybody is guilty of it to a degree. I'm sure and I've done it. I'm sure you've done it. You've apologized when you weren't sorry, just to placate somebody who was upset.

We have devalued it. We are in danger of – it's a little bit like a currency. The more of currency that you issue, the lower the value becomes, just because you're dealing in scarcity versus abundance. If something is available everywhere, people don't value it. If something is rare, it's a little bit more special. In terms of that's my original point of the two ways we've done it. As individuals, we do it all the time, we over apologize and we apologize when we don't need to. Corporations have really taken that theme and run with it, and it's become especially true in the past few years, not just because of social media, but because of what's – I mean, I don't like the term, but I guess the closest thing to it would be call-out culture.

What we've noticed is before social media, a brand was – they had a few responsibilities and they all related to your rights as a consumer. You would expect to be charged the right amount of money, you would expect to receive a certain level of service, you would expect your product not to be faulty. If those things didn't happen, you could expect an apology.

Nowadays and it's a combination of clickbait, the desire to find, to see outrage wherever it is; social media amplifying that. Brands are now accountable for consumers’ feelings, which is really dangerous because rights are absolute. You know what your consumer rights are and you know as an organization which rights you have to respect. With feelings, it's different for every consumer. What we notice with these high-profile corporate apologies is more often than not, they're to do with feelings, rather than rights.

Thinking back to a couple of years ago, it was Dove, cosmetics brand. They had to apologize for a advertising campaign that they launched. Now what happened is they've got a range of different models in the advert, they had black models, Asian, white. It was very diverse cast of models. The general gist of the advert is model A takes off her sweater. As she's taking it off, model B appears.

It's a little bit like the Michael Jackson video for black or white, where the edit switches. As the sweater goes over the head, the head that comes out is the next model, which is fine. There's nothing wrong with that, but there was a clip that circulated that was edited misleadingly, which made it look like a black model had used Dove so and then became a white model. The implication being that it was a throwback to the really old offensive soap adverts that did actually use before-and-after models in a racist way.

Now Dove is a huge brand. They spend more than – Procter & Gamble I think it is who owned them, spend more than anyone else in the world in advertising. They're not stupid. They're not going to decide one day, “Hey, let's go and trash our reputation and create a racist advert.” They're not going to do that. But because of the fact that consumers were able to interpret it wrongly and often deliberately wrongly, that was enough for Dove to A, feel that they owed an apology to their consumers and B, to withdraw the entire campaign.

Now that is hugely costly, because not only do they have to – they'll have already paid for the advertising space, the airtime. They're going to pay for that again when they put out the new advert, they're going to have to create a new advert, they’re going to have to focus group it. They're then going to have to be really, really careful, hyper vigilant about the reaction to the next advert.

What they could have done is say, “This clip that you're seeing doesn't represent the advert. It's been edited in a certain way. This isn't the message of the advert. We would never create an advert that was even close to suggesting what people think it's suggesting. Here's the real thing.” They would have gotten some friction from that. There would have been push back. What they were apologizing for really when you cut the fat from the messaging was, “Wait. We're sorry that you were able to misinterpret our advert. We didn't got in enough effort to make it so pure and so squeaky clean that there was no possible misinterpretation.”

That happens an awful lot. Brands will – they’ll do something with the best intentions and consumers love looking for flaws in things. They will go, “Oh, hey. This could offend this demographic, or this is wrong because I'm offended personally me as one person.” Instead of the brand's being a little bit resilient and saying, “Well, it's not what we meant. This is what we meant,” and explaining the default response to criticism, especially around what we call in the book cultural criticism, is to put that fire out immediately with a big bucket of cold water and that cold water is the apology.

It never works, because it's like a signal. It's an invitation for more criticism. There is a pattern to this. The media play a really key part in amplifying these situations. They usually start off with one or two criticisms, then the media will report on those criticisms and nine times out of 10, they will approach the branding question. That brand then has a decision to make. They can either refuse to apologize and the headline is brand refuses to apologize for advert that offended consumers, or brand apologizes for offensive advert.

Either way, the media has their headline. I'm talking about the viral news media here, who are not necessarily in the business of reporting hard facts and verifying things and asking questions. Just three tweets is enough for it to be reported as an outrage. The media will do that, because they know people will click on those headlines and they know people will click on those headlines whether they agree or disagree with what the brand did and whether they agree or disagree with the fact that the brand apologized.

[0:22:14.5] MB: Yeah, it's a very fraught dynamic in many ways.

[0:22:18.2] SO: It is. I feel sorry for my fellow publicists, because they have a set of tools at their disposal. I guess when everything looks like a crisis, the tool you're going to reach for is an apology. That’s to do with a spotlight effect of the bias of well, 20 people are shouting at me on the Internet. Therefore, there must be 20 million people reading this. There's been studies into this about criticism creating a perception of greater attention.

When people receive criticism, they think it's reaching a bigger audience than when they receive praise. I can totally relate to the social media manager who is looking after a brand account. They get that tweet that says – usually it's something, let's say, I don't know, Pepsi. The tweet will be something like, “Really Pepsi? You thought this was okay?” Then it will tag in a few slightly higher profile Twitter accounts. It only takes one of those other Twitter accounts to respond and go, “Oh, my God. I can't believe Pepsi thought this was okay.” An advert and it actually did happen to Pepsi with the Kendall Jenner advert a couple years ago, which they apologized for.

There's a value chain. It will be a consumer that spots something that they don't like, they will then usually tweet or make a YouTube video about it. Then what they're doing is they're – nothing attracts a crowd like a crowd. The minute they get a blue tick verified Twitter account to join in, that brand is then in trouble. What I'm urging brands to do is take a leaf out of Protein World's book. Protein World is a UK-based supplement brand. They had an advert. I can't remember the year. I think it was 2017 on the London underground network. It’s a swimwear model, very fit, athletic-looking model in a bikini. The slogan was “Are you beach body ready?” It was an advert for getting fit; was a weight loss product. Makes sense that they would use a athletic model.

People didn't like the advert. They were defacing them. There were protest marches. There were all sorts of hashtags. It looked just – it was the perfect storm and everybody was expecting Protein World to say, “We're sorry. We didn't mean to offend. We've misjudged. We're going to withdraw the advert.” What they did was the opposite of that. They doubled down and said, “Well, if you're offended by people who are healthy, then that's your problem.”

The reason that I encourage people to just, I'm not saying behave like Protein World, because they are deliberately provocative. Just go and look at how they handled that crisis. They took the time to think, “Are we culpable in any way here?” Then when they were sure of themselves that, “No, we haven't done anything wrong. There is nothing wrong with an athletic swimwear, a model advertising our product.” They used the negative energy that was coming towards them as a positive and what they knew that a lot of brands didn't know is that for every voice criticizing them, there were 10 people silently sitting there going, “I hope they don't apologize actually, because this is ridiculous.” In the book we called that alienation marketing.

If you're the person that buys a protein supplement, you're probably the person that goes to the gym. If you go to the gym and you're invested in that enough to buy a supplement, you're probably in good shape, or you want to be in good shape, so you're not going to be offended by the idea that a sports/swimwear model is advertising a product. You're probably going to be more offended by the idea that she shouldn't be advertising that product.

Protein World, they've got a whole chapter in the book dedicated to how they handled it, because not only did they not apologize, they turned that “crisis” into a huge marketing win. I think – I'm just trying to recall the figures. Their head of marketing said that they did – it took them four days to do a million extra pounds in sales, because of the free publicity that the outrage was causing.

While everybody was saying, “Oh, they should sack their PR guy. They should throw their marketing strategy in the bin,” they were actually just sitting back, letting that the cash registers ring and watching the money flow in. It was because they knew who their customer was. There is a benefit to not saying sorry and there are a 101 downsides to saying sorry when you shouldn't.

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[0:28:56.6] MB: For both businesses and also individuals and these may be different answers, but how should we think about when to say sorry and when to stand our ground?

[0:29:06.5] SO: The timing of it is actually really interesting. In terms of when to say sorry, my personal philosophy on that is say sorry A, if you've done something wrong and B, you are actually sorry. If you apologize for anything, you're eventually going to lose trust. If it's a relationship, let's say it’s your spouse, or one of your parents, if one of you is always saying sorry, at some point the mask is going to slip and people are going to realize, “They're not really sorry. They're just saying it.”

In terms of how I advise my clients when to say sorry, if you failed in a meaningful way, then you should say sorry, but you don't have to do it immediately. You are allowed to think about it. There's a study and the title is Better Late than Early. I would encourage people to go and look at this study. It's about the timing of apologies. The title of our book The Apology Impulse refers to impulsive apologies. You hear a criticism, you say sorry.

The science suggests that actually when you do owe an apology, if you leave it, if there is a gap between your transgression and your apology, the recipient of the apology feels better about the situation. Instant reflexive apologies are perceived as insincere. There is a sweet spot. If you leave it too long, the person that you owe the apology to will think that you've forgotten about it. If you do it too soon, it will look impulsive.

There's a sweet spot somewhere in the middle that suggests that you've engaged in a period of self-examination. You've actually put some thought into it. I used the hypothetical example of Donald Trump. If he called a press conference tomorrow and said, “I've been thinking about 2016 and how I spoke about Hillary Clinton. I think I owe Hillary an apology.” People's heads would explode. Not only because it's Donald Trump and he's not known for self-examination and saying sorry, but also because that would be a really sincere apology, because what's he got to gain from it now? Nothing.

If he'd apologized at the time when people are saying, “You should apologize to Hillary,” the second the word ‘sorry’ left his mouth, people would have rejected it. If he did it now, there's something in that. There is value in taking away what you've done and thinking about it. Some of the best corporate apologies have come after a period of it could be a few months.

Mitsubishi apologized. I think it was for something – Mitsubishi used prisoner of war labor in World War II and never said sorry for it. Then obviously, they've had dozens of CEOs since that happened. I think it was 2015, around that time, they decided that they did those people an apology. Now suddenly, a lot of those people had died, so they actually struggled to find somebody to accept the apology.

The person they found, he was in a difficult situation, because he was not only being asked to accept an apology to him, but he was being asked to accept an apology on behalf of people who weren't around to accept, or reject the apology. He said that Mitsubishi wanted to fly him over. I think he was based in San Francisco. They wanted to apologize personally and they're willing to pay for his transport and they were going to show him what they were doing to make it right. I felt sorry for that guy as well, because he had a lot of pressure on him to say to Mitsubishi, “It’s okay. We, the people who you're now trying to apologize to, forgive you.” He couldn't speak for everybody.

The interesting thing about that apology was it took forever. It was the same with the makers of Thalidomide. It’s a morning sickness drug that caused deformities in babies. They took, I think it was 50 years. I think they actually picked the 50-year anniversary of the scandal coming out to actually issue a proper apology.

Now there’s two ways of looking at that. You could look at it and go, “It's good they apologized and they should have come sooner.” Or you could say, “Well, at least they’ve put some thought into this.” This isn't a public relations exercise, because the makers of that drug have been making drugs – for the past 50 years, the scandal didn't affect them massively. They were they were still making drugs, still making lots of money, so they couldn't be accused of, “Oh, you're only apologizing now because customers are leaving you.” That wasn't what it was about. It’s a genuine attempt to put things right.

In terms of timing, it is really interesting. In terms of how to get there, there's a lot of work that should go on behind the scenes. Like I said earlier, the apology is only part of it. You need a path to recovery and you need to regain trust as well. It's what you do once you've said sorry, or what you say you're going to do that matters, as much as how you say sorry. How you say sorry can – it can be the difference between another PR exercise that people forget, or actually damages your reputation. Or it can be the start of improving your reputation.

Some brands have actually improved perceptions of themselves by how they apologized. There are lots of ways you can mess up your apology and we explore these in the book. One example that really, really gets – really annoys me is using the passive voice. You've been criticized and you want to address it. It's really tempting for communicators, professional communicators to say things like, “Mistakes were made, products were faulty.” Instead of saying, “We made a mistake, or our products were faulty.” It's a very subtle, but very manipulative use of language, kind of sneaky, where by using that passive voice, you're putting a little bit of distance between you, the agent of failure and the act, the thing that went wrong. Passive voice is always a red flag for an insincere apology.

Another huge red flag is what we call in the book Schrodinger's apology, where the apologizer will give themselves a character reference before they get to the apology. Now a little thought experiment; if you get an e-mail tomorrow and it's from your bank and you're just scanning it and you see the words, “We take the protection of your data very seriously,” you could put money on the fact that there is a ‘but’ coming and it's about to tell you, “But we advise that you change your password, or you check your recent transactions.”

These statements, these self-elevating pats on the back that companies gives them, give themselves, they always cloud the meaning of an apology. It's one of the most common ways an apology can fail. There was a case a few years ago in Toronto and it was a drug testing facility. They were contracted by local government to conduct drug tests on parents who'd had their children taken away.

Part of the process of being reunited with their children was to test negatively for certain drugs over a certain period of time. The problem was these tests were not accurate and there were a number of and it was pretty much all mothers, who'd had their children removed on the basis of these tests. Then it was later found that those tests were inaccurate. This was a huge, huge scandal. These mothers had done what they were supposed to do, they'd got help with their addictions and these tests failed them. They'd lost their children on the basis of this company producing inaccurate drug testing results.

When the court case is over and the CEO of that company had to apologize, the first words out of his mouth were, “We take the –” Something like, we – Ah, this was it. “We have the highest standards of da, da, da, da, da.” You don't get to say that when you're addressing your own failure, but so many brands will do that. They can't help. Just throwing in a little character reference for themselves, because they think it makes apology easier to swallow.

Actually, it really annoys consumers because they're not stupid. They can see through it. In fact, it's almost Pavlovian in that when you hear a company talking about “We have high standards of, or we care deeply about this,” you almost sense that they're about to tell you, “But we failed and we're sorry.” These corporate indulgences where the communicator, whether that's the CEO, whether that's the director of marketing, or whoever they are, the person in charge of communicating that message, there's a box of tricks that they'll go through and they’ll go, “Right. We've got to say sorry. How do we wriggle out of it? How do we make ourselves look good while saying sorry?”

If I'm advising these companies and I do tell all my clients this, is don't because consumers aren't stupid. You're just going to make your reputation suffer more than it is already. Just say sorry. Just lead with sorry. Explain why you failed, how you failed and how you're going to put it right. Don't say any more than that.

[0:39:26.8] MB: Yeah, that's a really good point. Just instead of hedging and qualifying an authentic apology is going to be a lot more impactful.

[0:39:35.7] SO: It is.

[0:39:36.4] MB: You said something earlier too that really bears repeating and it is quite important, which is that a part of a genuine apology, maybe one of the cornerstones of it is action. Grounding it into some action that you're actually going to take to really move the needle, or rectify the situation.

[0:39:55.1] SO: Yeah. I think the best example of this was the Tylenol poisoning crisis. Now we’re going back a few decades here. That is probably the case study in how to handle a crisis. The interesting thing about that, because it's often referred to as the best corporate apology there ever was. The really interesting thing is that James Burke, the CEO of Johnson & Johnson never said the word ‘sorry’. That's because he didn't need to. He was busy doing other things.

When you're trying to get your little packet of medication open and you go in through what seems like endless layers of protection, so there's this foil, there’s all that, that's because of the Tylenol poisoning crisis. Johnson & Johnson learned that they had a problem. Their product was being tampered with and people were dying and people were getting ill. They effectively switched off the public relations machine and said, “Right. All of our energy is going into fixing this.”

I mean, I think it was less than six months they'd created tamper-proof packaging. Now you don't need to hear the word ‘sorry’, if the company goes, “Right. You can now buy our product with confidence, because we've gone away and we've innovated and we fixed the problem.” I think if your focus is more on how do we fix it, rather than how do we protect our reputation, in a way where your reputation protects itself, if you're seen to be focused on the problem and protecting your consumers, then there will come a time when you can say, “Hey, we're sorry and here's what we've done to fix it, or here's what we're doing to fix it.”

If you're preoccupied with, “Okay, we're getting criticized. We need to put that fire out.” Your energy isn't on the problem. Your energy is on your own reputation. It's always been a case, but it's more – consumers really don't like that. It plays out differently depending on the industry you're in as well, because let's say there's a problem with Starbucks coffee beans. There's a batch that’s been – there's a bad batch, something like that, or even Starbucks have done an advert that is really distasteful. If you're a consumer, it's no real hardship for you to go, “Oh, well. I'm going to get my coffee from one of the hundred and one other takeaway coffee places within 20 minutes of where I work.” A Dunkin Donuts, or if you're in the UK, this Costa Nero. That is what is called a low-friction industry.

If I'm a consumer and I fall out with Starbucks, I've got choices. I can go elsewhere. If it's air travel is similar in that your airline annoys you enough, there are other airlines. If it's your bank, yes, there are other banks, or if it's your life insurance company. You do have options, but the friction to exercise that choice is so much higher. If your bank annoys you, you've got to close your account, you've got to find another account, you've got to redirect all of your payments you did. There will be mistakes, payments will get lost, you've got to tell everybody how to changed banks, here's my new bank details.

If you're a business, that is a huge operational undertaking. What you'll see in industries where it's more difficult for people to exercise their choice, with habit for apologizing is actually lower. That's because Starbucks know if we know enough people, they're going to move to one of our competitors. There is always somewhere else to buy a coffee and it's no hardship to walk an extra block past Starbucks down to the other guy that makes good coffee as well.

It happened with Uber a couple years ago. In the UK, Uber is the only game in town. If you want a ride-sharing service, there is no Lyft. Uber is the only company in the UK that does that. In the states, it’s just a little bit different. You've got Lyft in certain cities and probably nationwide now. When Uber fails, people can easily just dump Uber, which was the hashtag.

[0:44:31.2] MB: For listeners who want to concretely implement some of the things we've talked about today, what would be one action step, or a piece of homework that you would give them to begin implementing some of this into their lives?

[0:44:44.7] SO: The best thing that they can do is to have a plan before they need a plan. Have a crisis management strategy that includes what to do A, when you fail and B, when people think you failed, but you didn't fail. There is no worse time to try and come up with a crisis plan than when you were in crisis. If you are facing high volumes of criticism as a brand and you don't have a plan in place, you've already failed.

Now is the time to go in and write that plan and what are you accountable for, what are you not accountable for, what are your processes for recovering from failure and what are your processes for repairing damage with your customers and consumers.

[0:45:33.1] MB: Sean, where can listeners find you and the book and your work online?

[0:45:37.1] SO: I'm best found on Twitter. My handle is @SeanOmeara, which is S-E-A-N-O-M-E-A-R-A. The book is available in Barnes & Noble over there. It's also available if you're passing through an airport in WHSmith, which I believe have airport branches in America and also in Europe. They're probably the best places. My company website it is essentialcontent.co.uk and that’s my consultancy business and people can get in touch with me there and I'm happy to chat via e-mail about all things public relations and all things crisis.

[0:46:17.7] MB: Well Sean, thank you so much for coming on the show, for sharing these insights. It's very fascinating look at dealing with crisis.

[0:46:25.1] SO: Thanks, Matt. It was a pleasure.

[0:46:27.4] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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February 20, 2020 /Lace Gilger
Emotional Intelligence, Influence & Communication
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The Shades of Influence with Robin Dreeke and Chase Hughes

February 13, 2020 by Lace Gilger in Influence & Communication, Weapons of Influence

This week we’re diving into the two sides of the topic of influence. 

Surprisingly, there are two very different schools of thought on the best way to influence someone. But which style is more effective? What are the pros and cons of each of them? 

In order to get to the bottom of this debate, we brought in some incredible experts to make their cases on the topic. First, we’ll dig into the light side of the force of influence. You’ll hear from Robin Dreeke. 

Robin began his career in law enforcement in 1997 after serving in the United States Marine Corp. Robin has directed the behavior analysis program of a federal law enforcement agency and has received training and operational experience in social psychology and the science of relationship management. Robin is currently an agent of the FBI and the author of “It’s Not All About “Me”, The Code of Trust and the newly released Sizing People Up. 

Then, representing the dark side of influence you'll hear from Chase Hughes, Chase Hughes is the founder of Ellipsis Behavior Laboratories and the amazon bestselling author of The Ellipsis Manual. Chase previously served in the US Navy as part of the correctional and prisoner management departments. Chase speaks on a variety of topics including brainwashing and attraction and frequently develops new programs for the US Government and members of anti-human-trafficking teams around the world. 

Both of these experts have INCREDIBLE backgrounds and some amazing stories as well. In the end, how you use these incredible powers is up to you. 

Which side are you on?

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Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[00:00:11] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet with more than 5 million downloads and listeners in over a hundred countries.

Have you seen Star Wars? Are you drawn to the light side of the force or do you gravitate to the power of the dark side? In this week’s episode, we’re diving into the two sides of influence. Surprisingly, there are two very different schools of thought of the best ways to influence someone. But which style is more effective and what the pros and cons of each of them?

In order to get to the bottom of this debate, we brought in some incredible experts to make their case on each of these topics. First, we’ll dig into the light side of influence. You’ll hear from Robin Dreeke. Robin began his career in law enforcement in 1997 after serving in the United States Marine Corps. Robin has directed the behavior analysis program of a federal law enforcement agency and has received training and operational experience in social psychology and the science of relationship management. He’s currently an agent of the FBI and the author of It’s Not All About Me, The Code of Trust, and the newly released Sizing People Up. 

Then representing the dark side of influence, we’ll hear from Chase Hughes. Chase Hughes is the founder of Ellipsis Behavior Laboratories and the Amazon bestselling author of the Ellipsis Manual. Chase previously served in the US Navy as part of the correctional and prisoner management departments. Chase speaks on a variety of topics including brainwashing, attraction and frequently develops new programs for the US government and members of antihuman trafficking teams around the world. 

Both of these experts have incredible backgrounds and some amazing stories. In the end, how you use these incredible powers is up to you. Which side are you going to be one? Sign up for our email list and let me know. I’ll even tell you my own personal affiliation. Jedi or Sith?

As always, thanks for listening to this show. First up, let’s hear from Robin Dreeke. 


[00:02:25] MB: You have an incredible background and story and some of the work you’ve done with the FBI is fascinating. Would you share kind of your journey with the listeners? 

[00:02:34] RD: Yeah, sure Matt. It’s actually pretty funny and remarkable not in the things I’ve achieved, but because in what I’ve done with my life and career completely opposite of what my biological genetic coding is for. What I mean is this – And you read part of it, my bio and background. Yes, I’m a Naval Academy graduate, Marine Corps officer. I came in to law enforcement and the FBI in 1997.I served in New York City, Norfolk, FBI Headquarters, Quantico. I ran our behavioral team. All those things. They sound pretty neat on paper and they kind of scream at you hard charging type A, but in reality – Which I am. There’s no doubt. But in reality, when you work in the world of counterintelligence like I do, it’s completely backwards from the behavior you really need for success. 

What I mean by that and what I learned when I first got assigned to New York City working counterintelligence, I was very fortunate that I got on a squad of individuals that had probably 20, 25 years in the FBI all doing that job and working in counterintelligence is different than anything else in the FBI or really in the world. It is related mostly anywhere else to sales. I basically sell a concept that protecting America is a great idea and the way I’m going to compensate you for that is through a great relationship with me, mostly, not much else. Government funded me. What it is, it really comes down to this feeling of patriotism and having a great relationship that’s going to be the inspiration behind why people are going to want to cooperate with you. 

Also working in counterintelligence, it’s all leadership, because the people that I interact with day-in and day-out, they don’t commit crimes. I mean, it’s very rare that my main job in New York was to recruit spies. 99.99% of the time, they’re just getting regular information, open source information and sourcing it to an individual. So it has value. Mostly information, like I said, it’s open source. Who it comes from makes it valuable. The people I interact with are great Americans or citizens as well. 

The challenge is, “All right. If you’re a hard charging type A that’s used to trying to convince and coerce and manipulate people into giving you things, it doesn’t work. It just does not work,” because as soon as someone walks away from any engagement with you, think to themselves, “Wow! I really wonder what he really wanted.” You’ve totally failed, because there’s doubt. There’s subterfuge and people are very, very keen to pick up on these things, because what generally happens – And we’ve all experienced it, whether it’s been a shady cars salesman or any other kind of salesman that is actually there for profit and gain and to take advantage of you. People pick up on that because there’s incongruence between people’s words and things they say which they might be saying all the slick lines, everything really great, but their body language becomes very incongruent with what they’re saying and our ancient [inaudible 00:05:24] brain really picks up on these things and it gives us that creep feeling. 

Well, when you’re actually genuinely making about everyone else, and that’s what the code of trust is about, how to make it about everyone else but yourself, but you have a lot of clarity, the destination that you hope to move to, but you realize that you can only do that through being an available resource for the prosperity of others. That’s what the whole thing is about. 

I did this for years on the street on our behavioral team. Again, I’m not naturally born leaders. Not naturally born doing this, but I was surrounded by greats that were showing me and modeling the way. So you learn these things on the job training, osmosis, and observation. But what really started happening was I started writing because I was asked to write about it. When I got down to Quantico, when they started asking me to teach about it, you start making this art form as it is in a personal art form, a paint by number. 

You start giving labels and meanings to things so people can start recognizing the behaviors they’ve already been doing. I call the new car effect and I always get a puzzled look when I say that. But really what it comes down to, the days you buy your new car or any car, all of a sudden you start seeing that vehicle everywhere. I mean, I own a Tundra. The day I bought my Tundra, I swear, I think 300 people in my town bought the same darn truck because it has that label and meaning. That’s all I do, is I give labels and meanings to all the behaviors that we do when we’re having a great relationship. So you can repeat that behavior and understand also the ones that you might have failed at or more challenged at to understand exactly what you were and weren’t during those situations so you can stop doing those behaviors. 

That’s been the journey. Probably, the code of trust came about around 2013. I was running our behavioral team and someone asked me to do an article again on counterintelligence and I said, “Well, we can’t really talk about hooky-spooky spy stuff.” I said, “Who? Let me talk about what my team does,” and I had never really sat down and contemplated. 

When I sit down and strategize any kind of operation I’m doing, what am I actually doing? Then I reflected on every instance of my entire life, my career, in the Marine Corps, in the Naval Academy and with my friends, family, kids, I started realizing that, “Well, in every encounter, all I’m ever doing is strategizing trust,” and I came out with the five steps of trust and all of a sudden when I gave myself that green Tundra effect as I call it, or the new car effect, I started seeing the code of trust everywhere and it’s become my guiding light in my life. I live it every day and it creates amazing prosperity as a byproduct, but if you – The core thing of the code of trust is if you focus on yourself, it undermines the entire process. It really comes down to first and foremost good healthy relationships, open ask communication and being an available resource for the prosperity of others. When [inaudible 00:08:10] those things first, everything else falls into place. That’s kind of a brief overview of almost 49 years of my life. 

[00:08:19] MB: The funny thing about – And there’s so much to unpack there. There’re a number of things I want to ask you about. One of the most fascinating things to me about fields like counterintelligence is that there’s no room for error. Did these tactics have to work, in many cases, literally, life and death situations? I think it’s such a beautiful format for really – It’s almost a crucible for cultivating the absolute, most effective strategies for doing something. 

Then you talked about how your old sort of perception of what leadership meant isn’t necessarily what actually works and actually changes behavior. Can you tell me about how that transformation took place and how the old conception of kind of the hard charging, manipulating, pressuring, bullying framework of leadership doesn’t really work?

[00:09:04] RD: Yeah, absolutely. My form is leadership is what I witnessed. The things we witness between the ages of 9 and 19 really form our generational outlook on the world because our prefrontal lobe is not fully developed yet. The emotional impresses we have really form how we see the world. During those years, I wanted to go to the Naval Academy. I want to be a Navy pilot, aerospace engineer, an astronaut. My form of leadership is what I watched in the movies and TV. The first movie I saw in leadership that I thought was strong leadership was Patton, screaming at people, yelling, kicking them in the butt, poking them in the eye. I figured leadership was getting people to do what you want. 

That’s the behavior I was modeling. At a young age, many people get rewarded for that kind of behavior, because just think sports of teams you’ve been on or clubs or any other kind of position where an adult or a superior ask you to accomplish something with a group of people and you ask politely all the group of people to do what was asked and no one goes along with what it is you want them to do. So you now get chastised for being a weak leader. Now next thing you do is you yell and scream and these people do what you want them to do and now you’re reward for being a good leader. 

The negative behavior on convincing and cajoling gets rewarded. So you start at a young age thinking that’s the way in order to get things done. In reality, what you just did is you manipulated people through fear and reprisal to take action. The action they’re giving you is probably about 5%, maybe 5% to 10% effort just to get you to shut up and go away. That can work fine in situations where there is a position of reprisal that people can take again you. Again, you're not going to get the best out of anyone because loathing start seeping in against you and people are just going to stop performing. That makes the now leader look extremely bad and can’t be productive and that leader now things, “Well, what's happened? Why am I not been productive? Why am I no longer getting promoted?” They now think they've gotten soft. So the way to undo getting soft, they think they have to get harder. This is where the bullying in the workplace starts in that kind of leadership. 

In reality, what I found both in the Marine Corps and coming in the FBI, especially working, like I said, counterintelligence, where I get up every day hoping I don't make a mistake and then it caused myself a humbling moment because every relationship is potentially helping our national security. Protect our country. Protect my community. I don't have the luxury of making mistakes. I mean, I am extremely hypercritical of myself and all my conversations and dialogues. I care passionately about not making a mistake. 

What I found is especially when you work in the world as I described to you, there are no criminals. Very, very few were criminals and even if someone is manipulated good-naturedly by accident by someone trying to take advantage of them, they're very unwitting that they've even done anything wrong. In my entire life in career the last 20 years, I've never made an arrest in the area I’ve done. I've only done things that hopefully build relationship strong enough so we can garner the information we need to protect our country. 

When people don't have to talk to you and you can't rely on your title and position, you better know what to do. The other thing I really found out too is that people do not care about your title and position and whatsoever. I mean, being an FBI in New York City knock on a front door and see what people think about you if you start showing a badge and everything. Really comes down to not your title and position, but how you treat them. If you treat them and talk in terms of their priorities, you validate them, you validate their context, you don't argue their point of view on things and you genuinely – This is the real key, is you got to be genuine and sincere about your desire to understand them as a human being and their motivations and priorities in life.

[00:12:57] MB: Before we get too deep into that, because I really want to go deep down that track, tell me about – You mentioned the importance of kind of really honest self-awareness and self-assessment.

[00:13:10] RD: Yeah. As a Marine Corps, there was the 14 leadership principle I learned was know yourself and seek self-improvement. One of my more humbling aha moments in life was I remember I was stationed at Cherry Point. I was in the air wing but on the ground side, and so we’re really bottom heavy. We had a lot of junior officers, and I think we had about 14 or 15 of my rank as second lieutenant. I remember my first assessment, I was ranked last out of them all. I remember walking up to my major that rated me and said, “All right. I get it. I'm doing something wrong. What am I doing?” All he could say was, “You just need to be a better leader.” 

It was very subjective, and so I didn't understand what that meant, but it bothered me. I was like, “All right. I’m doing something wrong.” What I started discovering was – And everyone has this, that what I thought I was projecting to the world was not what the rest of the world is seeing. So taking an honest self-assessment is actually hearing the word people say about you and to you but really ideally about you where you can be a fly on the wall and hear people's honest impression of you. This is not a self-loathing or always me if you hear something you don't like. It's an assessment of what people see when they see you. 

It's funny, I often – Any time I bump in to someone I knew 25 years ago, I usually give them a big hug and thanked them for tolerating me 25 years ago in their lives. The one thing that I've heard when I apologize for being a self-centered jerk years ago, they said, “No. No. Robin. You're just intense.” When I hear something twice, I do assessment of it. I analyze what intense looked like to other people. Intense looked like just me being a good guy to me, because very rarely do people get up in the morning and say, “All right. Today I’m going to treat people really horribly and be a jerk,” but ultimately that happens sometimes not because we want to, but because there is this incongruence again between what we feel and what's get hijacked that comes out of our mouth because of our ego, vanity and insecurities. 

So I define that, I looked at intensity and actually saw what that meant, and it’s a typical type A response. It’s you have something you’re trying to achieve, a goal of some sort. A very tangible means goal, I call them, instead of ends goals. Ends goals are states of mind, and I’ll tell you more about that later maybe. But a means goal is I want a promotion. I'm trying to do well on this project. I want a better salary. I want to move. All those things are very, very specific and we become so focused on them that we totally disregarded not by intent, but by our genetic design that anyone else around is doing anything and we kind of wholly focused on what we’re trying to do. Again, we’re not regarding really people around us that are actually might be working on other things that you're not making yourself available to or pretty much ignoring and you combine that with a tempo that is out of sync with the others around you because, again, you have that higher tempo of activity. It really becomes off-putting to other people and it looks like a narcissistic megalomaniac jerk. Was that in the heart and soul of the individual to type A? No. They are totally clueless about this until you actually have those aha moments and listen to the people around you, take feedback and ask yourself, “Is that the behavior I want to be exhibiting or not?” If it's not, what can I add to myself to have that behavior stop being that way?

Again, especially when you're working in areas and fields weather you’re in sales and doing cold calls and people are already dealing with individuals and companies that give them products and services. So why should they want to go with you? Why should they even listen to you? If you come across that kind of intensity, people are just going to shut down, because you're not really regarding them. You're more focused on what you're trying to do rather than being a resource for other’s prosperity. That’s probably the first time where I had – I've had multiple, I think everyone does, multiple moments in your life where you create yourself a humbling moment. Every day I wake up and I hope I don't cause another one that day. I haven't had one in a while, and it's important to keep that ego and vanity in check, because when you don't, the mouth will run of the way and you’ll become self-centered and focused and there is no reason why anyone, any individual should want to listen to you if you're not talking in terms of what's important to them.

[00:17:15] MB: I think that segues into one of the other really, really important things that you mentioned and you write and talk a lot about, which is all of these strategies and influence that – Sorry, not influence, because we talked about this before the show, but all of these strategies have a root in not focusing on yourself and focusing really deeply on the other person. Can you tell me about the importance of that? 

[00:17:38] RD: It’s all right. The influence – Influence is important to understand how to influence and what influence is. But what I found is, and this is part of where all these things came from, folks and others. Influence still has a connotation in my mind when I use the word. Again, this is purely me. There is no right or wrong, just as meanings and definitions. It still has a connotation of influencing another individual to do something that's in my mind. 

When you understand how that works and what's going on there and you want to be more effective at influence, what happens is you start realizing that, “Well, I just need to move beyond influence, because I need to focus on other people in what their priorities are and be a resource for them,” because then what you do is you start moving into the realm of inspiration. When you’re in the realm of inspiration, it’s completely about the other person. 

Here's how this process works and why it's important. Individuals, you go back to ancient tribal men, where tribes are 30, 40 or 50. It was the first form of social welfare, healthcare and survival. If you are not part of the tribe, the likelihood of your genetic coding being passed on was extremely low. Our brain rewards us for being valued and part of a collective in a group and a tribe. If we use language that demonstrates value and demonstrates that we are vested in you and your prosperity, however that individual defines prosperity, they are naturally going to keep listening to you and keep regarding you and want to collaborate, because it's in their best nature, because it's in their best interest to do so. 

So anytime I have a project or something, again, this isn't – You can make it all about someone else and many people in life do, but they then get accused of being a carpet and being walked over. That's where the code of trust comes in and make sure that doesn't happen in the sense that the first step in the code of trust is understanding what your goals and priorities are. What it is you're trying to accomplish? The second part of that first question of what your goal is reversing it now and think in terms of, “So why should someone want to?” Here's the difference between that influencing and manipulating or anything like that. People then started thinking, “How can I make them want to do that or how can I influence them do that? 

What the code of trust is and what I'm talking about in order to make it about the other person is I don't think about that at all. I start reversing. I think in terms of how can I inspire them to want to? That’s the key, because if I'm thinking in terms of inspiring someone to take action, because I know what my goals. I give myself my own new car effect by naming and stating the things I'm hoping to achieve and now I completely let go of those, because I reverse it, just like you don't have to try to see the car once you bought it. You just see it. That's why you’ve given labels and meanings to things that are important to you. That's all you have to do. You don’t have to try to make an effort, because if you make an effort on your own behalf, you're now manipulating or influencing or anything else, because it's all about you and you’re only slightly regarding the other person. I let go of it. It’s got label and meaning. Now I reverse it. I think in terms of how can I inspire someone to maybe align with me. In order to inspire someone, I have to know what their priorities are, long-term, short-term, personal, professional. I have to talk in terms of those priorities. I have to demonstrate their value, and I demonstrate value by four really simple statements. I always include in conversations, emails. I'm going to seek thoughts and opinions, because when I demonstrate that I'm seeking your thoughts and opinions, I'm demonstrating value. Human beings do not ask other human beings what they think unless they have value. 

When you do that, people's brains are rewarded with dopamine, because you’re demonstrating their affiliation. When they're affiliated, that means it's good for their survival. Dopamine is released in the brain, oxytocin, serotonin, all the pleasure centers are firing because you're demonstrating value and demonstrating affiliation. 

Next I’m also going to talk in terms of their priorities. If I don't know what their priorities are, I’m going to ask them what are their priorities. Next, I’m going to validate them, and validation, it's a beautiful, very, very broad term that demonstrates that you're trying to understand without judgment the human being you’re engaging with. It doesn't mean you necessarily agree, because this isn’t about agreeing within just plain cadence. It’s about validation. It means understanding. Finally, I empower you with choice. Again, we do not give people choice unless we value them and there's affiliation.

Here's the fun part. If I know what your priorities are and I’m making myself available resource to your priorities and your prosperity, and I already know mine are because I've already labeled them before I’ve engaged. When I empower someone with choice, I'm empowering them with choice with naturally overlapping priorities, mine and there's, and then it's up to them whether they accept it or not. If they don't, that's fine too, because it's all about them, their timing, their perspective. 

Here's what I can guarantee, I can absolutely guarantee you if I know exactly what your priorities are. As again as I said again, long-term, short-term, personal, professional, and I'm making resources available for your success and prosperity in those areas. I guarantee you’re going to take that action. There hasn't been a time yet when it hasn't. Now what happens is, is most time triggers is that there’s a need to reciprocate by other individuals that you're a resource of their prosperity. You can’t keep a scorecard. 

One of the things I love to say is leaders don't keep score cards, because then there's an expectation or reciprocity and then you really did it for you and not them. I don't keep a scorecard. I give. I let go and I just wait. I just wait. It's really been pretty ridiculous when you honor on the core of the code, which is that healthy professional or happy relationship and you're an open honest communications, everything falls into place. It flows very, very easily. The more you create these healthy relationships with more and more people, they actually have – It's also a very calming effect on your own mind, because you can’t really engage people successfully if you're emotionally hijacked all the time, stress, anger, discontentment, resentment, frustration, all those things cloud our judgment. The code of trust clears the cloud and you can actually objectively see exactly path to where you're trying to go. More importantly, where others are trying to go.

[00:23:22] MB: One of the things you touched, and again, there are so many things I want to dig into from that, but one of the things you’ve touched on was this idea that in the counterintelligence world, in many cases, people either don't want to reach out to you or explicitly or trying to avoid contacting you and you have to almost reverse engineer them wanting to reach out to you. Can you talk about that strategy? More broadly about the strategy of getting someone's brain to reward them for engaging with you.

[00:23:52] RD: I'll start with your last question first, because it will be easier to answer the first. If I lose track of it, because as you can tell, I can talk forever about this and I get sidetracked in my own brain on it. So I apologize if I do. 

The goal for me at every engagement with everyone is to get their brain to reward them chemically for engaging with you. We've already covered how that works. If you demonstrate value and you demonstrate affiliation and you understand someone's priorities and you talk in terms of their priorities, and even more importantly, if you have resources for them to move forward on those priorities and their own prosperities, they define it, their brain is going reward them guaranteed. I guarantee you, shields will be down. There will be no resistance and they’ll be a great dialogue and conversation. Where it goes from there is really up to them and their tempo. 

It's a very simple concept that I just keep my mind is that what does every human being I'm engaging with, what do they need, want and dream of, and just make sure that I'm talking in terms of saying. Honesty is really the key of this too, because if you're making stuff up, do people pick up on that? Absolutely, and that's where you get that incongruence of the mind and the heart and the mouth of what's going on. 

When I do validations, I’ll only start our conversations specially if they’re going to be a little more challenging than others or if it’s a brand-new person I’m meeting. I always start out with a specific nonjudgmental validation of a strength attribute or action that I have witnessed in their life or in immediate time or anything. If I have nothing to validate in that opening statement, the biggest thing I’m going to do is I’m going to validate their time, because people's time is very valuable, and to have them share with me, I am beyond grateful for it. If I have nothing that I can validate at the start, I’m going to validate the time, because, again, I'm just very grateful for it. 

Now, translating that into working in counterintelligence, to me it’s really working anywhere that sometimes you can do with people that might not want to have a relationship with you. That’s completely okay. Matter of fact, one of the most challenging – Every now and then, you hit these situations where you got a cold call to try to get a piece of information or just a question answered on something and people do not want to engage with you. 

The first thing I do in those situations is I validate that, “Yeah, honestly, I understand how you don't want to deal with someone like me from the United States government. I completely understand. If you want me to leave you alone, if you just respond to this and tell me to leave you alone, I'll do it. But if not, if you can provide this and here's the reason why I'd like that, it might be of help to others. If that’s something that interests you, let me know. Again, just respond to me. If you don't want me to engage you, then I'll leave you alone. That way, at least get a response. What did I just do? I talked in terms of them, their priorities, because what’s their priority? Leave me alone. 

Again, I don't judge – I can’t judge whether that priority is aligned with yours or not. Who cares? It's all about them? Those are the ones that are resistant. But in all honesty, the times that happens are exceptionally rare, exceptionally rare. Again, if you're talking in terms and figuring out what someone's needs, wants, dreams and aspirations are, personal and professional, and you're talking in terms of those, you’re seeking to understand those, you're validating those and you bring to bear resources to further those for them, why wouldn't they talk to you? The only reason they wouldn't is either they lied about their priorities, their subterfuge or some other thing that they didn’t make you aware of. Again, it's not what you did or didn't do. It's all on them and it's not going to be a very good relationship anyway, because they don't want one. Why force it? You can save a lot of time and just break contact. 

Then even in those instances, you got to leave them feeling better for having met you and having to engage with you, those brain rewards. Why? Branding. Branding is everything. I have no problem if someone tells me they don't want to talk or don't want to share or don't want to cooperate, because it's not you. It’ll be someone else no. I will never get another one else if you break contact with me and I ruined your day. I mean, just think about this. Say you met me and we had a conversation 9, 10 o'clock in the morning and it went horrible. I tried to convince you of things. I could try to cajole you, try to manipulate you and you just walk away feeling horrendous. 

Whether you even talked about me or not for the rest day, it put you in a bad mood. Now everyone you touch in your entire sphere of influence that entire day or even a couple of days, maybe a week, maybe a month, who knows? They’re touching you and seeing stress, anxiety, all the negative emotions you cause and it leaks out where it came from. It came from the engagement with this Robin guy. Now, in contrary to that, if I leave you feeling better for having met me and I made you feel great for the conversation, your brain is rewarding you, I demonstrated your value, I’m talking in terms of your priorities. Even if you say no, you don't want to cooperate or have a relationship or if you're in sales, buy what you’re selling, and if you’re completely find with that and you let it go. Now, for the rest of the day, weeks, month, again, someone's leaving the engage in with you with very positive emotions in a great state of mind and people like to feel that way. They're going to start seeing that. In other words, you caused a calming effect here. It's going to cause a calming effect in their entire sphere of influence. Again, that goes to branding. 

I never think ever about just the one person I'm engaging with. I think about their entire sphere of influence from that point on. I always want good branding. Again, if someone doesn't want to engage, that's fine. It’s funny, because when you empower people choice, people walking away and not dealing with you. How many times I've actually had someone walk away and not want to deal with me. Zero so far since the code of trust. Why? Because I keep talking in terms of them. 

Think about this. On average, think to yourself, how many times a day do you hear words in every single statement that someone says they're completely you? Meaning, is someone asking your thoughts and opinions? Is someone talking in terms your priorities? Is someone empowering you with choice? Is someone validating your thoughts, ideas and context of how you see the world in every single statement you say? No. I mean, on average, even our closest friends and family may be do it 2% to 5% a day. 

When you actually do that 100% of the time when you’re engaging with someone, and so every statement come out of your mouth, their brain is rewarding them for you for being around you. Why wouldn't they want to be around you? 

[00:30:02] MB: One of the core principles of inspiring people is the idea you’ve just talked about, which is essentially this notion that if you focus really deeply on other people, making your statements about them, speaking in terms of their priorities, seeking out their thoughts and opinions in a very biological sense, their brain is releasing hormones and chemicals that are making them like you, want to engage with you and want to be part of what you're doing.

[00:30:27] RD: 100%. Again, it goes evolutionary psychology. The ancient tribal brain gets rooted. The best analogy I can give without going into – I think it was April, around 2012 that Harvard did this study where they actually wired up people's brains and saw that when people were talking about themselves and their priorities, dopamine was released. But the easiest demonstration you can do with this is – I always ask this question when I'm dealing with a crowd that I'm engaging with and training. I always ask, “How many of you have actually traveled overseas for pleasure?” A lot of hands go up. I said, “Great. What happens when you bump into another American?” Without fail, everyone starts smiling or laughing. Yeah, because what you initially do is you ask, “Well, where you’re from?” If they’re from anywhere even near your state, you start collaborating and thinking about things that you’ve been doing in the same areas. You start thinking about places you might've traveled in the same timeframe. Then you actually start talking about so and so. You keep trying to build linkages because your brain is saying, “Ah! Someone from my tribe,” and it brings comfort. So we keep trying to build that comfort. 

That’s why when you go to anyplace and you’re taking training or you're given a conference or even in a crowd, we generally coalesce into our mini-tribes. When I give training to law enforcement or something, all the different departments, they sit together. You don't have to tell people where to sit. People clump together according to their comfort and their tribe. It's a natural human reaction. So knowing that, you can actually use your language to demonstrate that affiliation. I mean, that’s what people do all time. I mean, everyone someone shares a story or an anecdote, which is most of life when engaging, all you’re doing is demonstrating value and demonstrating affiliation and people just are so anxious to tell their side of the story to tell the thing that they did on the weekend because they’re seeking that validation and acceptance as well. They’re not even listening to anyone else. They’re just waiting for people to shut up so they can tell their story. Again, because the brain is saying, “Go. Go. Go. Go. Go. Go.” 

[00:32:21] MB: Fascinating insights from Robin. Now that we've heard about the powers of the light side, let's dig into the dark side in our conversation with Chase Hughes. 

[00:32:34] MB: We’re really excited to have you on here today. For listeners who might not be familiar with you and your story, tells us a little bit about your background and the world that you come from. 

[00:32:44] CH: I’m in the military and grew up in the military pretty much. I went to military school when I was a kid, and around the age of 19, I had this kind of epiphany experience to where I finally got the realization that I didn't really get human behavior, and it was at a bar. I went home that night and I remember spending hours on Google just printing out every document I could find. It just went on there, I typed in how to tell when girls like you, and that was the catalyst that served for me learning all of these and just kind of getting so deep into this. 

[00:33:25] MB: You've obviously gone very, very deep in this. Tell me about – You named your book The Ellipses Manual. Why ellipses and what does that mean?

[00:33:34] CH: We chose to name the company Ellipses because I think it's a grammatical or punctuation symbol where you have the three dots, and the meaning of that is just removed or omitted language or language that isn't there. I also just thought it sounded cool. We use that as a company name just because it kind of has a little cool back story to it.

[00:33:58] MB: You mentioned that you kind of started going down this rabbit hole by Googling how to tell if women were interested in you. I find that really fascinating. Pick up and that kind of associated world is something that I've done a little bit of research and digging on and it's amazing all of the different kind of behavior patterns and things that you can really pick up on. Tell me a little bit about how that informs your journey into understanding a lot of the nonverbal elements of human behavior and how to kind of design and engineer human behavior.

[00:34:30] CH: Well, when I first got started doing body language reading, it was very revealing because I spent a lot of time on it and it got to a point where at first it's depressing almost at the beginning, because you just see that every human being is suffering in one way or another. I think that we’re all suffering so much that seeing the way that someone hides their suffering is usually the most powerful and revealing piece of information you can get. After that period, it kind of just humanizes everybody to the point where you can see those weaknesses or those fears or insecurities and it's not a point of looking down on someone because you can see all that. It's a point of just that guy is just like me. That guy who used to be threatening is just as scared as I am in this situation or just as flawed as I am. 

Seeing that was just a huge eye-opener for me that changed the way I see people forever. I wanted more of that and it's very addicting especially when you really dig into it and spend some time learning behavior. 

It got to the point where I started doing social profiling and behavior profiling, and then I got into conversations in how to analyze what people are saying, and then it got into like the hypnosis aspect of it, and then it got into behavior engineering, and then interrogation started coming into it that kind of intertwined with some stuff I was doing. It was just kind of a long snowball effect of information that all kind of revolved around the main theme of trying to discover how vulnerable all of us are. In the end, it's kind of scary to see we all walk around thinking that we've got some kind of firewall mechanism or some kind of antivirus system to where we know BS when we see it, but we don't. Just seeing through the development phase, like just seeing how weak we all are or how vulnerable we all are is a truly shocking revelation. 

[00:36:54] MB: Tell me a little bit more about that. When you say seeing how weak and vulnerable everyone is, what does that mean and how did you come to that conclusion? 

[00:37:03] CH: I wanted to see with persuasion. I wanted to see how far we could go. I thought like the end, like the greatest thing — This was maybe 10 years ago. I thought the greatest thing that we might be able to do this by creating a Manchurian candidate in real life. It turns out it's been done before in a much different way where they used drugs and all kinds of dangerous stuff, but I thought maybe that there is some therapeutic applications of that. Maybe we could work on depression or even schizophrenia with that kind of stuff. Going through that with the vulnerability aspect that you just asked about, I specifically mean how we can be talked into doing things that are not in our best interest very easily. 

[00:37:52] MB: Give me an example. How can somebody be either sort of manipulated or hacked into doing something that's not necessarily in their best interest? 

[00:38:02] CH: A good example would be if you look up people that are hypnotist bank robbers that go up to the bank and use some really just preschool level skills. Of course, the guy might be really suggestible behind the counter, but I think an example of that would be you talking someone into doing something against their will, like buying something or going home with someone or using the skills for a business negotiation or at a job interview. 

[00:38:35] MB: I want to dig in to specifically some of the tools and strategies around how to engineer that type of behavior. What are some of the tactics that you’ve seen from your research, from your work in the military engineering human behavior that can help people either recognize when someone is trying to do that to them or use some of these strategies to influence others? 

[00:39:01] CH: Sure. I can give you guys some basic ones. I want to touch on this real quick if you don't mind me going off a little bit here, Matt. When we see like one of those articles online about learn body language quickly, or like quick tips to do X, Y, and Z, I think a lot of us grossly underestimate how much work is usually involved in mastering something or being really good at something. 

If you take a piano for example, there're plenty of videos on YouTube where you can just walk through a song. You know what I’m saying? 

[00:39:37] MB: Yeah. 

[00:39:37] CH: To where you could just walk through a song and you might be able to maybe impress a few people for 30 seconds at a party, but to get really good at this you'll need an investment and time. One of the things that I always kind of compare this to is like the first level would be like the paramedic. He knows some basic skills just enough to kind of be dangerous, and then you have a nurse who studied for several years, then you have a doctor who studied this in depth. Way down at the bottom, underneath the paramedic, you have the guy who watches like Gray’s Anatomy and thinks he's a doctor.

I think that just estimating how much time it will take is usually if you think it’s less than a year to get really good at this stuff. I would say more power to you, but this stuff is incredibly complex and it’s far more complex than a piano. In fact, if you can imagine mastering a piano and then every time you sat down at it, the keys were in different places. That’s kind of where we’re at with just basically human behavior engineering. 

With body language and behavior profiling, that's what makes the difference between really being able to influence someone and just knowing a few tricks, because if you read any influence book nowadays they’re going to give you all these methods that are supposed to work for all people, but every single person that you talk to is different and is fundamentally different from the core of their being. If you can't see that and you can't profile that and kind of tailor what you're saying and doing to meet that person's needs or their fears or weaknesses, whatever you’re trying to do with that person, you’re going to get some really basic level of success. That's why we tried to integrate every single part of this, every aspect inside of the ellipsis manual to be able to get that engineered scenario to where you can create an outcome that you'd like. 

For your listeners specifically, I would say one of the main things you need to start doing every single day is disengage people's autopilot response, and the autopilot response is basically the roles that we play or the hats that we put on. If you’re at work, you have a workout on and you talk to people as if you’re at work. It’s going to be completely different than the way you talk to your wife. It's going to be completely different than how you talk to your kids. 

We change roles throughout the day, and once we get into a roll, our neurons that have kind of connected for that role start to fire in sequence there just to where everything is kind of automated and we’re not really paying much attention to what's going on. When someone is in autopilot, it’s usually a role. So like an employee and a customer, that's one that you’re probably going to encounter every single day. 

I would say breaking someone's autopilot is the most fantastic way to start capturing that focus and the attention that you’re going to need, and breaking autopilot can be done with anything that breaks them out of their mental state. If you're getting a coffee at Starbucks and you ask really quickly which direction Northeast is, just to make them start — They've never been asked that question before. They start going internal to their head and they kind of break out of that employee mode for just a few seconds, and then you start doing what we call FIC, which stands for focus, interest and curiosity, which you want to develop in sequence. A really good technique for developing focus is just talking about focus. 

Does that make sense? 

[00:43:28] MB: Tell me more about that. 

[00:43:30] CH: Okay. I didn’t know how far you wanted to go in here. 

[00:43:32] MB: Yeah. No, I want to dig in. I want to learn a lot. Tell me about FIC and tell me specifically about how we can kind of cultivate each of those pieces. Then I still want to drill down a little bit more as well and kind of how we can break someone out of a pattern. 

[00:43:46] CH: Okay. FIC is focus, interest and curiosity. The first part of that is focus, and the easiest way to establish or get someone to start focusing on you is to have authority. I know you wanted to talk about that, and this would be a great segue to that. 

[00:44:03] MB: Perfect. Let’s dig in to authority and then we’ll come back to FIC. 

[00:44:08] CH: Great. Let's talk about focus. The main way, the number one way that human beings start to focus on something or view it as important is when someone has authority. Authority is probably the most important thing that you can possibly master. There's a thing in our brains called a reticular activation system or the RAS, which is kind of like a precursor to the fight or flight response. This RAS is consistently looking for threats, things that are threatening to you or things that are socially valuable. If you're in a doctor’s office, all of your attention is going to go to the doctor. If you get pulled over by police, all of your attention is going to go to that person. If you're sitting in a restaurant and George Clooney walks in and starts talking to you, all of your attention, no matter what you were doing is going to go to George Clooney. That has to do with social authority or perceived authority.

My goal is to try to convince your listeners that authority is more important and more effective than influence. The main reason being that — Are you familiar with the Milgram Study? 

[00:45:24] MB: Oh, yeah. Definitely. 

[00:45:26] CH: Okay. Just for your listeners who haven't heard of this, this was done at Yale University. It was by a man named Dr. Stanley Milgram whose parents were refugees from the Nazis. He came to America and he did this study where a guy walks into a room and they say, “This is a learning experiment. There's a guy with a lab coat on and they're taking down notes on clipboard,” and he says, “You’re going to shock this guy in the other room,” and every time he gets this set of words wrong so to speak. 

The guy goes in the other room, gets hooked up to a shocking machine and this other guy who’s being experimented on is sitting there, he’s supposed to shock this guy on the side of this wall every time the guy gets words wrong. Td the guy just keeps repeatedly doing it and the guy continues to ramp up the voltage in accordance with the instructions of the guy wearing the lab coat. It turned out that almost 80% of the people who did this experiment shock the person on the other side of the wall to the point of death. To death. Social psychologist, before the experiment was conducted, estimated that .011% of people would shock someone to death, and it was almost 80%. 

A lot of people got some stuff out of that and they got a lot of scientific research out of that, but I took away something completely different. Of course, they got away like people who say, “I was just following orders,” like a lot of Nazis did after they're brought in front of a tribunal for war crimes. 

Think about the authority aspect of this. A guy just standing there in a gray lab coat tells you to shock another human being to death and you do it. Stand up and leave, you don’t protest. Of course, everyone — 100% of people would say, “No. I would never do that,” but then 80% of people do. 

A man with no medical name tag on, he has no identifying marks other than he’s just wearing a tie and a lab coat and he's uttering phrases, he’s not ordering anyone to do it. He just speak in phrases like it's important that the experiment continues or it's important that you continue. Just little phrases like that. 

Let's go back to influence and contrast these two things together. With influence, it might take you two hours to talk somebody into buying a new car per se. A guy in a lab coat in less than 45 minutes suggested that a stranger kill another person and they did it. 80% of people, which is better than most sales numbers. That's with no neurolinguistic programming. No hypnosis. No Robert Cialdini influence methods. None of that, and you just have that tiny bit of authority, just that perceived social authority. The guy was a nobody, he was just a volunteer who was an actor. Just that is enough to convince a stranger to commit murder, that tiny bit of social authority. 

[00:48:40] MB: That's fascinating. The Milgram experiment obviously is one of the kind of groundbreaking and fundamental experiments in psychology. For listeners who wanted to get it, we actually have a previous episode which I’ll link to in the show notes where we go super deep on the authority bias. I'm curious, tell me what are some — You write about and talk about the idea of hacking this sort of authority and how we can create it. What are some of the factors that we can use in order to hack authority? 

[00:49:06] CH: There are five basic qualities that dictate authority, and one of them is interchangeable. I’ll give them to you now. There are dominance, discipline, leadership, gratitude and fun, or just having a sense of adventure. The first one, dominance, does not mean being domineering. You can be dominant and still be completely supportive and nice to everyone around you. It's a common misconception that you have to be mean or serious all the time in order to be dominant. You can be a really fun person and just be a natural leader. 

The only thing that dominance can really be replaced with is ambition. If you think about like a starving artist who is opening a new art gallery or something like that. That's the only thing that we found that can be replaced. Those five qualities really dictate whether or not other people will respond to you, and especially the opposite sex. Whether or not you will have that automatic kind of obedient response, and it’s not necessarily an obedience response. What happens when we get exposed to authority, we go through what Dr. Milgram called an agentic shift. While this shift is taking place, our brain actually shifts responsibility for our own actions on to the person that's telling us to do something. That is profound, and I think a lot of people really look over that piece of information when they read the research. A person makes a shift to where they no longer feel responsible for their actions just in the presence of someone they think might be an authority figure. 

Developing that level of authority takes time and I it’s hard for me to get that point across to my students sometimes that somebody will come up and say, “Hey, man. I want to fly out there and do training with you for a few weeks.” Somehow they’ve got all the money to do that, but they're the type of person who's got a pile of dishes in the sink. They’ve got clothes piled up in their bedroom. I know for a fact this guy does not make his bed every day. He doesn't even trim his fingernails. He doesn’t even have his own wife together and he wants to come and learn how to take control of another human being. 

You have got some master yourself first, and with the students that I teach for private coaching, we have a few steps that you need to master environment first if you're trying to get this authority. It has to start with the environment. It has to start with cleaning your house, living in a clean place, hanging out with good friends, then mastering your time, keeping a planner and really sticking to it and starting to learn how to discipline yourself into habits, because discipline only needs to last long enough to get the habit done, and then you’re good. Then you can kind of cool off a little bit. You just only do one at a time. After you master the environment, then it becomes mastery of time, and after time you start to master your mechanics every day. What you're studying and mastering your attention span. You pick one thing to do every day. Today I’m going to study whether or not people are breathing from their chest or their stomach. Today I’m going to watch pupil dilation. Today I’m going to do X, Y and Z. 

Developing the authority is almost more important than learning any kind of influence method. I know a lot of people really are into influence and they’re into learning sales, but if you don't have that authority or you basically don't have your “shit together” you won't get the results you want. 

I would like to suggest if your listeners could just try this on for a month or two, that the results you want socially, the results you want from other people, especially when someone’s into studying influence, those things start to happen as a byproduct of you just making your life better and starting to master authority. 

We have one chapter in the Ellipsis Manual called authority, and it talks about this and it’s got a step-by-step system and it’s got a bunch of ways to kind of hack it. I'll give you a couple here if I'm not droning on too long here, Matt. 

[00:53:40] MB: No. That’s perfect. I'd love to hear some of those strategies. I think that’d be great. 

[00:53:44] CH: Okay. If you just want to start mastering authority today, start to express genuine interest in other people and make them feel interesting, not interested. Find out what they're excited about and remember the phrase leadership through support. Leadership through support. You have to make the other people understand that you are genuinely interested in them, and that level of interest will start to help you get more comfortable with having authority over other people. 

Because as soon as someone who’s new or just start studying this, they get that first taste of authority or somebody completely goes into the agentic state in front of them. It makes people immediately pull the plug and start to back out. It's a strange feeling, especially when it's your first time. Not necessarily having control over another human, but having that authority for the first time is strange, but it addicting, so it’s a good thing especially if you have good motives and you want to help others.

I would say especially with people who are the alpha male types who I would not describe as alpha males, but the people who we think are alpha males are usually not the alpha males. They’re the ones who want people to think they’re alpha males, because it’s usually the tiniest, the smallest dogs that barks the most. The Chihuahuas always worried about getting attacked, and the giant dogs don't really feel the need to bark. 

Dealing with those type of people, try what we call the Colombo method. I don’t know if you're familiar with that show, Matt. 

[00:55:30] MB: Yeah, the old detective show. 

[00:55:32] CH: Yeah, it is fantastic. I would say that is the point where you need to make some deliberate expression of insecurity. Then you can still have authority and you can still make deliberate errors, like maybe look insecure on purpose or make a deliberate social error, like your shirttail is hanging out or something like that. Those people need to feel dominant at the beginning of a conversation in order to relax. 

It works the same in an interrogation room. If I paid a police officer to yell at me like I was in trouble as I was walking in the room or I tripped on purpose or had a giant coffee stain on my shirt. It depends on who you're talking to. I would say start working on yourself immediately. That is going to be the game changer for you. We tend to seek things outside of us. All of these stuff we see on the Internet, we think the products or the things are going to make us better, but I strongly encourage your listeners to start from the inside out, especially when you're learning influence. That will help you basically to talk to strangers every day. I think using that level of social skill, you should be talking to a stranger every single day. You should make it a goal to discover a fact about a stranger in your area every single day. 

[00:57:00] MB: I love that strategy, and something that I'm a big fan of is kind of the idea or rejection therapy and the whole notion of constantly be sort of putting yourself out there failing, talking to people, pushing your comfort zone and even something as simple as talking to a stranger every day can be a great way to start to get outside that comfort zone and work on your ability to interact and connect and talk to people. 

[00:57:23] CH: Absolutely. I think the conference zone thing is really what's going to hold people back, and starting a conversation starts to get easy, then you need to take it to the next step, because you’re back in your comfort zone once it becomes easy. Then you need to start going further. 

[00:57:41] MB: Wow! Some incredible philosophies and tactics on both sides of the fence. I hope you enjoyed this week's unique episode and don't forget to go to successpodcast.com, sign up for our email list and shoot me an email. I'll let you in on a secret. Am I on the side of the light or am I drawn to the power of the dark? 

See you on the next episode of the Science of Success. 

Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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February 13, 2020 /Lace Gilger
Influence & Communication, Weapons of Influence
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Learn From Harvard’s Most Popular Course - From The Archives with Dr. Tal Ben Shahar

February 06, 2020 by Lace Gilger in Best Of, Emotional Intelligence

This week we’re bringing back one of the most impactful episodes from the archives of The Science of Success. We dig into the proven science of how we can live a happy life and the pitfalls that can throw us off track. The crazy thing about this research is it’s totally not what you’d think.

Dr. Tal Ben Shahar created the most popular course in Harvard University’s history. He is the best-selling author of several books including The Pursuit of Perfect, Happier, Choose The Life You Want, Even Happier. He’s also the co-founder and chief learning officer of The Wholebeing Institute, Potentialife, Maytiv, and Happier.TV.

We discuss:

  • What science shows is the The #1 Predictor of Happiness

  • How the direct pursuit of happiness can actually prevent you from being happy and makes you less happy

  • One of the most robust findings in the field of psychology research is about what creates happiness

  • The paradox of happiness - why pursuing it makes you less happy, and what you can do about it

  • Why the expectation that you should be happy all the time is a barrier to your own happiness

  • The “hamburger model” and how it can transform the way that you live your life

  • The lens that we can use to understand all of our “happy” experiences

  • How Tal defines “happiness” as the intersection of meaning and pleasure

  • We discuss what The BEST predictor of your future behavior is

  • Why awareness is a critical first step to cultivating happiness

  • We dig into the research about what really makes people happy

  • Why money has very little to do with happiness (according to the research)

  • The vital importance of cultivating healthy relationships

  • We discuss the blue zones where people live the longest in the world and why these people live longer than anyone else

  • The critical importance of physical exercise on your psychological well being

  • How to trigger a release of the “feel good” chemicals in your brain (norepinephrine, dopamine, serotonin)

  • How happiness helps you be healthier, more creative, gives you more energy, and makes you more productive

  • Strategies for indirectly pursuing happiness

  • We break down happiness into its essential components and discuss how to cultivate it

  • The only 2 types of people who do not experience painful emotions (are you one of them?)

  • What happens when we try to suppress negative emotions

  • How experiencing and accepting negative emotions can paradoxically improve your happiness

  • Why active acceptance and surrender is critical to processing and dealing with negative emotions

  • How perfectionism can create self sabotage and unhappiness

  • The critical distinction between healthy perfectionism and unhealthy perfectionism

  • The vital importance of accepting criticism and how refusing to accept criticism hamstrings you

  • Adaptive vs maladaptive perfectionism and why it's important to know the difference

  • (Once again) Meditation and how important it is

  • The interaction between stress and recovery and why most people look at it the wrong way

  • Why stress isn’t bad and in fact can be very good for - but with a very important caveat

  • How the concept of weight lifting can help us better understand and manage stress in our lives

  • How recovery is vital to your productivity, health, and happiness

  • How long periods of recovery are an investment in your future growth

  • The power of breath and how it is an incredibly impactful mind/body intervention to reduce stress and anxiety

  • The vital importance of rituals and how you should build them into your day

  • “We first make our habits, then our habits make us.”

  • We walk through Tal’s powerful daily ritual and how you can harness it to change your day

  • How self forgiveness and self compassion can transform your life and emotional experience

  • And much more!!

If you want to live a happier life - listen to this episode!

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Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Tal’s Website

  • Tal’s Wiki Article

  • Tal’s LinkedIn, Twitter, and Facebook

  • Wholebeing Institute

  • Happiness Studies Academy

Media

  • Tal’s BigThink and Optimize article directory

  • Thrive Global - “What Gives Me Optimism: Harvard Positive Psychology Expert Tal Ben-Shahar” By Tal Ben-Shahar

  • [Course] Positive Psychology 1504: Harvard’s Groundbreaking Course


Videos

  • Happiness 101 - Tal Ben-Shahar

  • Five Ways To Be Happier Today

  • Cool Animated Video Narrated By Tal

  • Brian Johnson Notes - Tal Ben-Shahar

  • Total YouTube Search

Books

  • Short Cuts to Happiness: Life-Changing Lessons from My Barber by Tal Ben-Shahar PhD

  • The Joy of Leadership: How Positive Psychology Can Maximize Your Impact (and Make You Happier) in a Challenging World by Tal Ben-Shahar and Angus Ridgway

  • Sleeping with Your Smartphone by Leslie A. Perlow

  • Choose the Life You Want by Tal Ben-Shahar PhD

  • Happier: Learn the Secrets to Daily Joy and Lasting Fulfillment by Tal Ben-Shahar PhD

  • The Pursuit of Perfect by Tal Ben-Shahar PhD

  • The Blue Zones, Second Edition by Dan Buettner

  • The Relaxation Response by Herbert Benson

Misc

  • [Wikipedia Article] The Grant Study

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet with more than five million downloads and listeners in over a hundred countries.

We’ve been doing this show for more than four years and we’ve had so many amazing, incredible and exciting guests on the show. It’s a pity that we never bring back and share some of those episodes and interviews. From time to time, we love to sprinkle in and bring back some of our all-time favorites from the archives. In this episode, we're bringing back our interview with Dr. Tal Ben-Shahar, where we discussed the paradox of happiness, why pursuing it makes you less happy and what you can do about it, while we dig into all the research about what really makes you happy.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word “smarter”, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous interview, we discussed modern work and why it's become exhausting and dissatisfying and why it doesn't have to be that way. We shared strategies for defeating burnout and making progress on the most important and meaningful things in your work with our previous guest, Bruce Daisley.

Now, for our interview from the archives with Tal.

[0:02:09.3] MB: Today, we have another amazing guest on the show, Tal Ben Shahar. Tal created the most popular course in Harvard University’s history. He’s the bestselling author of several books including, The Pursuit of Perfect, Happier, Choose the Life You Want, Even Happier. He’s also the Co-Founder and Chief Learning Officer of the Whole Being Institute, Potential Life, Maytiv and Happier TV.

Tal, welcome to The Science of Success.

[0:02:34.5] TBS: Thank you, Matt. Great to be here.

[0:02:36.3] MB: Well we’re very excited to have you on here. For listeners who may not be familiar with you, tell us a little bit about your background and your story.

[0:02:44.0] TBS: I actually started off my college career as a computer science major. I was at Harvard at the time and I found myself in my second year doing very well academically, doing well in sports, athletics, I played Squash, doing well socially and yet being very unhappy. It didn’t make sense to me because looking at my life from the outside, things looked great but from the inside, it didn’t feel that way.

I remember waking up one very cold Boston morning, going to my academic advisor and telling her that I’m switching course and she said, “What to?” I said, “Well, I’m leaving computer science and moving over to philosophy and psychology,” and she said, “Why?” I said, “Because I have two questions. First question is, why aren’t I happy? Second question is, how can I become happier?” It’s with these two questions that I then went on to get my undergraduate as well as graduate degrees, all the time focusing how can I help myself, individuals, couples, organizations, lead happier lives.

[0:03:47.1] MB: One of the concepts that you’ve shared in the past is, and you’ve described a couple of different ways, but one of them is kind of this idea of hamburger model and the four different archetypes. I’d love for you to sort of describe that and share that with our listeners.

[0:03:59.4] TBS: Sure. One of the first things that I realized when I started to study philosophy and psychology was that I was actually living life in a very far from an optimal way. I was living a life that was actually making me unhappy. I remember one day going to the hamburger joint and looking at my burger and realizing that there’s a great deal we can learn from hamburgers. 

For example, there is the very tasty and unhealthy burger, which many of us love to eat and then feel guilty about, there is the vegetarian burger that perhaps is very healthy but that is not very tasty. Then there is the burger that is neither tasty nor healthy. And then we have the ideal burger; that is the burger that is both healthy and tasty. I thought about these four kinds of burgers as being parallel to four ways, four different ways of living our lives.

The unhealthy and the tasty burger would be that of the hedonist, a person who thinks about their immediate pleasure but don’t think of their long term wellbeing. That’s not happiness; that’s perhaps short term wellbeing but it’s not happiness. Then there is the burger that like the vegetarian burger, which is you know, healthy but not tasty. That’s about thinking of the future but not enjoying the present, not enjoying the moment. 

Then there is the third burger, which is neither tasty nor healthy and that, you know, we’re all sometimes in a rut, having bad experiences, not really feeling like we’re going anywhere. That’s the worst of all burgers and finally there is what I’ve come to call “the happiness burger”, the healthy and tasty. That’s when we’re having experiences that are both pleasurable, enjoyable, and are also good for us for the long term.

In many ways, we can look at all happy experiences through this lens. For example, if I’m working at a place where I’m enjoying my work, or I experience pleasure and it’s meaningful to me, it’s important, I can see a long term trajectory in a happy workplace. Or if I’m in a relationship or I’m enjoying the time I spend with my partner and we’re building a life together. There’s also future benefit. The relationship is a healthy relationship. Well, that’s the happy relationship. 

Almost every experience we can situation in one of the four hamburger types. Again, the unhealthy and tasty, the healthy and not tasty, the not healthy and not tasty and finally the happiness burger, which is both healthy and tasty. What we want to do is as much as possible, live our lives in that fourth archetype. It’s not possible to be there all the time, but it’s certainly possible to be there more of the time. The more time we spend there, the happier we are.

[0:06:57.3] MB: I’d love to dig into how do we spend more time in that kind of fourth archetype, the happiness archetype? Maybe before we dip into that, how do you define happiness?

[0:07:08.5] TBS: Based on that model, I define happiness as a combination between meaning and pleasure, or between future benefits and present benefit. You see, there are many people who define happiness as just an ongoing experience of pleasure but don’t really think about the meaning part, about the future part.

Then there are other people who say, “Well no, this is all about hedonism and what happiness really is, is about having a sense of meaning and purpose, a long term benefit.” Well, neither definitions are sufficient. As I see it, and again, there is a lot of empirical data backing this up. What happiness is about, the good life is about the ability to bring the two together. To bring the present benefit, the pleasure component and the future benefits, the meaning component.

[0:07:57.9] MB: How do we spend more time in that happiness quadrant?

[0:08:02.8] TBS: The first thing is awareness. The best predictor of future behavior is past behavior. If I’m able to identify times in my life when I was leading a happy life, when I was having happy experiences, in other words, when I was doing things that were both meaningful and pleasurable. Then I can simply ask myself, “Okay, so how can I have more of it? What did my partner and I do when we experienced the happy periods in our lives? What did I do at work or what work was I engaged in that brought a sense of meaning and pleasure to my life?” Then, the question is, “How can I have more of it?” 

So first of all, it’s awareness and then the willingness and the desire to replicate the good experiences. That’s one way of bringing more happiness to my life. There are other ways; so we know for example, what are the kind of things that bring us more meaning and pleasure in life? One of those things, for instance, relationships, the number one predictor of happiness is quality time we spend with people we care about and who care about us. Of course, not all relationships contribute to happiness, they’re also toxic relationships. 

But if you look at the happiest people in the world, the thing that defines their lives are relationships and what kind of relationships? That varies you know? For some people, it’s deep intimate friendships, for other people it’s the romantic relationships, for others, it’s family, for some, it’s all of the above. Whatever the kind of relationship is, this is the defining characteristic of the happiest people we know of.

[0:09:41.4] MB: That’s a finding that’s found again and again in the research, right? That’s not just kind of an opinion, that’s something that’s very validated from the science itself?

[0:09:50.2] TBS: Absolutely. Let me give you just a couple of examples. The first interesting line of research looks at the happiness levels of nations. The question was, what are the happiest countries in the world? There are various organizations from the UN to gallop that asks this question. The countries that consistently appear in the top 10 of the list are countries like Denmark and Australia and Columbia and Israel. Holland, Costa Rica. 

You know, when you look at this countries, some of them you would expect to be there. Yeah, Australia of course, the kind of life that we believe that most Australians lead is a happy life. A lot of sports and activity and they seem like a happy bunch. Denmark, yes, understandable. But Israel and Columbia? These two countries consistently appear at the top of the happiest nations in the world list and if you wouldn’t expect that, both Columbia and Israel have their fair share of challenges.

The question is, “Why these countries and not others? Why this countries and not countries like the US or Germany or the UK or Singapore or Korea or Japan? Why?” The first thing that we know is that well, money has very little to do with it. Yes, if countries are poor, they’re unlikely to be happy countries. The population there is likely to be unhappy where there is poverty. But beyond the basic levels, beyond the basic levels of income, when there is enough food and basic shelter, additional money turns out not to make a difference to happiness levels, which explains why the wealthiest countries in the world are not the happiest countries in the world. 

What does make a difference? Relationships. In all the countries that I mentioned before, whether it’s Denmark or Israel or Australia or Columbia, there is a real emphasis on cultivating an intimate, healthy social network. Now, what does that look like? Well, in countries like Columbia, for example, family is high on the value list. In Israel, same thing, friendships as well. In countries like Denmark. Social relationships are emphasized. You know that in Denmark for example, 93% of the population — that’s almost everyone — 93% of the population are members of social clubs. 

Whether it’s their active members of social clubs, it could be their church or their sports club or whatever it is. Relationships are a priority. This is one line of research that points the importance of relationships. Another one is the by now, very well-known Harvard study, which looked at Harvard graduates, over a period of… well, for the past more than 70 years. Most of them are no longer alive, and also looked at an equal number of men from poor neighborhoods and what they looked for was who were the people who were the happiest among them? The single factor that came out, close supportive social relationships. The number one predictor of happiness.

[0:13:15.1] MB: That’s amazing. It’s fascinating that whether you’re looking at kind of individual experiences or nations as a whole, you see the same kind of conclusion born out in the data.

[0:13:26.0] TBS: Yes, this is one of the most robust findings in the field and by the way, it’s not just happiness, it’s also very much associated with health. People’s immune systems are actually a lot stronger when they enjoy healthy social support.

[0:13:42.3] MB: I think there’s a book called Blue Zones that came out a couple of years ago that delved into this kind of areas around the globe, where people lived the longest and one of the major factors there, as well, was supportive social networks.

[0:13:54.8] TBS: Yes, very often we see high correlation between happiness levels and health. For example, we know that people who are optimistic on average live eight to nine years longer than people who are pessimistic. Of course, optimism is closely associated with happiness and what we see in the blue zones are relatively happy people and very healthy people and why are they happier? Well, there’s some interesting findings. One of them absolutely strong, social support, whether it’s friendships or families, sometimes both. 

The other things that we see in the blue zones that are also associated with happiness is they’re physically active. They don’t have gyms in those places and again, these places are places such as Sardinia and Italy, or Loma Linda just outside of Los Angeles. Or a place in Costa Rica, or Okinawa in Japan, or a Greek island. What’s unique about these places is that they’re physically active, they don’t have gyms necessarily, but they walk a lot or they work the fields. This is another thing that’s associated with both health and happiness.

There’s some fascinating research here beyond the blue zones about physical exercise. For example, regular physical extra size for as little as 30 minutes three times a week. That’s not that much. 30 minutes, three times a week and in terms of its impact in our psychological wellbeing, it’s equal to our most powerful psychiatric medication in dealing with anxiety, or depression, it also helps a great deal with attention deficit disorder.

Not to mention the great benefits for physical health for against the chronic disease and so on. Now, the reason why physical exercise works so well is because what it does, it releases certain chemicals such and norepinephrine, serotonin, and dopamine. These are your feel good chemicals in the brain and it functions in exactly the same way as our antidepressants do. I should add, without side effects or without negative side effects. 

This doesn’t mean that we can get rid of all the psychiatric medication or encourage those who are on them to stop and, not at all. Many people who takes psychiatric medication, really need it and very often they need it just in order to get out of the house and begin to exercise. The important thing to realize here is that physical exercise is very important, not just for our physical wellbeing, also for our psychological wellbeing.

[0:18:06.1] MB: I think exercise is so critical and, you know, I’m a huge fan of doing cardio multiple times a week and not at all for the health benefits, purely for the psychological reasons and I kind of view the health benefits as almost a positive side effect of what I consider sort of primarily a psychological intervention.

[0:18:28.1] TBS: Yes exactly. I often say to my students that even though I know a lot about positive psychology and I know the techniques and the tools and obviously I apply them to my life as well. If physical exercise was taken away from me, I don’t think I would be able to lead a happy, healthy, and fulfilling life. I think that is a central component, certainly for me, of happiness.

[0:17:14.6] MB: What causes people to fall out of the happiness quadrant?

[0:17:19.6] TBS: There are a few things; one of the things actually that paradoxically takes people out of happiness is their direct pursuit of happiness. Interestingly, there is research showing that people whose primary goal is to be happy, they end up being less happy. They end up being frustrated and they experience more painful emotions. The problem there is that you know, in the one hand, if you directly pursue happiness, you become less happy but on the other hand, we know how important happiness is. The benefits to happiness are not simply in that it feels good to feel good. 

People who increase their levels of happiness are as I mentioned earlier are healthier, they’re also more creative, my likely to think outside the box, they are better partners, better team players in the workplace, they have more energy, they get more done, they’re more productive. There are numerous benefits to happiness beyond the fact that we all want to feel good. We have a problem that on the one hand we know happiness is good but on the other hand, we know if we pursue happiness, it actually makes us less happy.

So what do we do about that? The way to resolve the seeming contradiction or this impasse is to pursue happiness indirectly. What does this mean? It means that we look at the ingredients of happiness, the components that lead to happiness, for example, if I know that relationships lead you happiness, well, then one of the objectives that I can set for myself is to cultivate healthy relationships.

To spend an extra hour a week with my BFF. To think more about, “How I can improve my relationship with my partner?” Or whatever it is. To pursue relationships. If I pursue relationships, that will indirectly lead to more happiness or to think about, how can I exercise more or better? What kind of exercise contribute to my wellbeing? For some people, dance is the best form of exercise, for other people, it’s the meditative nature of swimming. Find and persist. We know that another thing that contributes to happiness is a sense of meaning and purpose. How can I find or how can I engage in things that for me provide a sense of meaning and purpose. I’m not pursuing happiness directly.

What I’m doing is I’m engaging in those activities or implementing those ideas that I know will contribute to happiness. Because just saying, I want to be happier and I’m going to pursue happiness. That’s too abstract and it actually just leads to frustration rather than happiness. That’s why it’s important to study the field in order to breakdown happiness into its essential components. 

One way to understand it is to look at happiness as the sunlight. To look at the sunlight is difficult, it’s even unhealthy, not possible for a long time. However, if I break down the sunlight then I get the spectrum of colors. that I can look at. That I can savor and enjoy and benefit from. It’s breaking down that sunlight into its components to breaking down happiness into its components and pursuing those.

[0:20:52.0] MB: I’ve heard you talk about before that upon hearing that you lecture and have written extensively about happiness. People often ask you, “Are you happy all the time?” I’d love to hear kind of your answer to that and how you think about that.

[0:21:06.3] TBS: Sure. Another barrier to happiness is the expectation that we will be, or even can be happy all the time. So I remember when I was teaching my first class in positive psychology, was having lunch in one of the undergraduate dorms at Harvard when a student came over and asked me if he can join me for lunch and I said, “Sure,” and he said to me, “You know Tal, my roommates are taking your class,” and I said, “Great.” Then he said to me, “You know Tal? Now that you’re teaching a class on happiness, you’ve got to be careful.” I said, “Why?” He said, “Tal, you’ve got to watch out.” He said, “Why?” He said, “Because Tal, if I see you unhappy, I’ll tell my roommates.”

Now, suggesting that of course I ought to be happy all the time, given that I’m teaching a class on happiness. I told my students the next day in class, “The last thing in the world I want you to believe is that I experience constant happiness or that you, by the end of the year will always be happy. Because there are only two kinds of people who do not experience painful emotions like sadness or anxiety or anger or envy or disappointment, two kinds of people who do not experience painful emotions. The first kind are the psychopaths. The second kind are dead people. 

You know, I told my class and I told this to myself as well. The fact that we experience painful emotions, it’s actually a good sign, it means that we’re not psychopaths and we’re alive. It’s a good place to start; we can really build on that and in fact, when we do not allow ourselves to experience the full gamut of human emotions including anger and sadness and envy and anxiety. If we don’t allow ourselves to experience these emotions, these emotions actually strengthen, they fortify and they become more dominant. 

It’s when I give myself what I’ve come to call the permission to be human when I allow myself to experience the full range of human emotions. That’s when I open myself up. A, to these emotions, leaving my system and B, opening myself up to also more pleasurable emotions such as joy, happiness, love and so on.

Paradoxically, it’s when I do not give myself the permission to experience anxiety and anger and sadness, that’s when I experience more anxiety, anger and sadness. When I give myself the permission to experience these emotions, that’s when I more likely to experience happiness.

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[0:25:14.8] MB: I’d love to dig in to that a little bit more and the kind of “what happens when someone tries to suppress their negative emotions?”

[0:25:23.1] TBS: Let’s do a quick experiment. If you’re listening to this interview, do this experiment. For the next 10 seconds, do not think of a pink elephant. Five more seconds not to think of a pink elephant. Now, I bet you, almost everyone listening thought of the pink elephant. Why? Because when we try to suppress a natural phenomenon such as visualizing the word that we’re hearing, that phenomenon only intensifies. Just like we can’t suppress the seeing or thinking of a pink elephant. We cannot suppress the experience of painful emotions. When I tell myself, “Do not experience anxiety, do not experience anger, then anger and anxiety will only intensify, will grow. 

In contrast, when I simply give myself the permission to experience these emotions. Okay, I’m anxious, okay, I’m angry. Wow, I’m not a psychopath and I’m human. These emotions actually lose their hold on me and they flow right through me and when they flow right through me, when this set of emotion flows right through me, it means that other emotions such as joy and pleasure can also flow freely through me. 

[0:26:43.5] MB: And correct me if I’m wrong, but is this kind of the same concept that you talk about of active acceptance? 

[0:26:49.4] TBS: Yes. So when I talk about “acceptance and permission to be human” I don’t mean passively accepting these emotions. In other words, I don’t mean “Okay well I’m just angry, or anxious, or sad, so I’m going to do nothing just vegetate in front of the TV.” No, what I’m talking about is accepting these emotions, experiencing them and then asking myself, “Okay what can I do now in order to feel better?” But only after I’ve accepted and experience these emotions. 

Now how long do I accept and experience them for? Well that depends. If, for example, I’ve just lost someone who’s dear to me, well then I need a fair amount of time to just be sad, to just cry, to just talk about the painful emotions. If I just got a poor grade on an exam, well I need some time but less time than I would if I’ve lost someone dear to me. So it’s contextual. 

But some time is always necessary to experience the emotion and then to ask, “What can I do now? And “what can I do now?” could be, “Well maybe I should go for a run” or go out and dance with my friends or watch TV but that is the second step after the first step, which is full acceptance, full surrender to the emotions, whatever they are.

 

[0:28:04.9] MB: I like the inclusion of surrender in there as well and I think this is something that I’ve personally — a lesson that I’ve personally learned really deeply over the last year or two is when you accept these emotions instead of fighting them and trying to bury them or hide them, it’s really powerful how much better you feel and how much more effectively you can deal with them. 

[0:28:27.6] TBS: Yes. So the idea of surrender, when people especially in the west, when we talk about the word surrender or surrendering to emotions we immediately see it as associated with giving up of course and that is by necessity something which is bad, which is necessary. You know we’re all about “never giving up” and “giving the good fight” and “stand up straight” and that’s not always the right approach. Yeah, maybe it’s the right approach when we were playing a sport or when we have a real challenge at work, but it’s not the right approach when we are facing emotional difficulties. 

When we’re facing emotional difficulties sometimes the opposite is what we need to do. It’s not to try harder, it’s actually to let go. It’s not to stand up straight, it could be just to lie down. It’s not to fight, it’s rather to surrender and these sound better or more helpful responses to difficult emotional experiences. 

[0:29:29.4] MB: I’d love to segue into talking about perfectionism, and I know that’s something that you’ve written a lot about. It’s very related to these topics. Tell me a little bit about your take on perfectionism. 

[0:29:41.8] TBS: Right, so perfectionism essentially is unhealthy fear of failure and unhealthy extreme sometimes obsessive fear of failure that permeates those areas in our lives that are most important to us. So, if I can give a personal example, when I was a professional Squash player losing a game was an absolute disaster or even having a practice session which was not perfect, that was an absolute disaster. Or later on, it was when I was a student, perfectionism permeated my academic experience, at least for the first two years. 

When I started to study psychology, very quickly I realized first of all that I was a perfectionist and secondly, the consequences of perfectionism. We were all unhappy when we failed. It doesn’t feel good to fail, but there are very different kinds of responses. One response, the perfectionist response, “This is awful, this is terrible. Now I’m never going to succeed again. I’m a complete failure.” 

The healthier approach is, “Okay, I failed. It’s not pleasant, not fun, but what can I learn from it? How can I move forward? How can I go ahead?” What’s the upside of failure? If you listen to many of the most successful people in the world, they would tell you that the most helpful experiences that they had over the years were experiences of failure, when they learned from it and grew as a result and that’s the much healthier approach to failure. 

Now when I talk about failure I mean it in the broad sense. Also while we can look at a painful emotion as a form of failure because the perfectionist, one form of perfectionist, is the person who wants to have a perfect, unbroken chain of pleasurable, positive emotions. Now that of course is not possible, and then when the perfectionist experiences a painful emotion, that immediately is a disaster and he enters or she enters a downward spiral of self-criticism, very often self-hate, and of course unhappiness as a result. 

[0:31:49.5] MB: So for somebody that is caught in one of those cycles or has very unrealistic expectations about their happiness and their well-being, how do they deal with that or how do they break out of that cycle? 

[0:32:03.8] TBS: Yeah, so there are a few ways. The first is really understanding what perfectionism is and distinguishing between healthy perfectionism and unhealthy perfectionism. So often when people are asked interviews, “So, tell me your shortcomings?” And very often what people say, “Oh I’m a perfectionist,” and of course, they talk about it as a shortcoming. But actually what they mean is, “Well you can trust me. I get things done really well. I make sure. I’m a responsible person. I make sure things are bent perfectly.”

So they’re saying it as a short coming, as a problem but actually they mean it as something that they’re somewhat proud of and being responsible and being hardworking and being persistent and reliable, these are positive traits by and large. So there is this part of perfectionism, which is not bad, which is actually good but there’s another part of perfectionism, which is harmful. Which is harmful to first of all happiness but second also to creativity, to relationships. 

Because if I’m a perfectionist I cannot hear criticism and if you cannot hear criticism and you’re not open to other people, I mean intimate relationships are almost impossible and there is very little learning when there is perfectionism because there is a reluctance to admit imperfections, to admit that, “I don’t know.” So there are two kinds of perfectionism, what psychologist call the “adaptive” and the “maladaptive” perfectionism. So first thing is to be able to understand, what kind of perfectionism do I want to get rid of or do I want to make less dominant in my life? 

Second, the ways you make it less dominant, less pervasive is paradoxically by failing more. You see, one of the reasons why perfectionist are so afraid of failure is because they have elevated failure to a larger than life status and they don’t fail much and then in their minds failure becomes this potential catastrophe. Whereas if we fail a lot by putting ourselves in the line time and time again, after a while we see, “You know, the world didn’t come to an end after this failure and neither after this failure.” 

And in a sense, we get used to failing. We begin to get used to being imperfect and overtime, we become more comfortable failing. So that’s one way. Another way which indirectly helps a great deal is actually meditation. Because what is meditation? Meditation is learning to be present, learning to be here and now and when I’m present to an experience, to any experience, whether it’s the experience of sadness or the experience of failure, it becomes less difficult to tolerate. I learn to live with it and then I realize, “Hey that is actually not that bad not only is it not that bad, I actually learned a lot by being present to this experience, so there’s no need to fear it happening again,” and I become less of a perfectionist then. 

[0:34:59.8] MB: I’d love to explore the interplay between stress and recovery and I’d love to get your thoughts on that. 

[0:35:07.2] TBS: Sure, so one of the things that over the last few years have become very clear through the research is that for years and decades, psychologists, professionals as well as lay people have looked at stress in the wrong way. If you ask most people, conventional wisdom today would tell you that “stress is bad”, that what we need to do is eliminate stress, get rid of it or at the very least minimize it in our lives because it’s associated with chronic disease, with unhappiness, with depression and anxiety, you name it; stress is the culprit. 

Well, it actually turns out that not only is stress not the culprit, that actually stress potentially is good for us. How come? Look at this analogy: You go to the gym and you lift weights, what are you doing with your muscles? You’re stressing your muscles, now is that a bad thing? Of course not. You lift weights and you become stronger. You stress your muscles two days later and you become even stronger and on and on and you become fitter, stronger, healthier, happier. Stress is not a bad thing actually. It’s potentially a good thing. 

When do the problems begin at the gym? The problems in the gym begin when you lift weights and a minute later, you lift more weights and then you increase the weightage and the following day you go in and again, you push yourself again and again and again. That’s when the problems begin. That’s when you get injured. That’s when you get weaker rather than stronger. The problem therefore, when it comes to stress, is that we don’t have enough recovery. In the gym when you have enough recovery, you get stronger through the stress. 

The same happens on the psychological level not just on the physiological level. On the psychological level, we can deal with stress. We’re good at it. We were created whether it’s by God or evolution, we were created to be able to deal with stress. The problem is that we don’t have enough recovery today. You know the difference between 5,000 years ago or even 50 years ago and today is that in the past there was much more time, many more opportunities for recovery. Today there isn’t because we’re on most of the time. 

You know, there’s a wonderful book by a Harvard professor, Leslie Perlow called Sleeping With Your Smartphone. It has become our most intimate companion and we’re on it constantly, we’re available constantly. Instead of switching off, instead of taking time for recovery. Whether it’s a meal with our friends or family or whether it’s going to the gym or whether it’s just going for a walk in the streets, or even better, the woods, these forms of recovery are so very important for us to reset the system in a sense and just like we need recovery in the gym, we need recovery in life.  And the stress today, the problem with stress today is that people don’t have enough time to recover. If they do have time to recover, that stress can only make us strong, happier, and healthier. 

[0:38:07.9] MB: How do we build or find more time for recovery? 

[0:38:12.9] TBS: Unfortunately, we can’t find more time. We have finite amounts of time but what we can do is put time aside for what we think is really important and recovery is really important and it’s not giving up time. Recovery is a form of investment. So when I invest, if I invest money, yes I’m in the sense giving up money but I’m giving up money for the sake of future gain so that I have more of it in the future and in the same way with the recovery. 

Yes, I’m putting some time aside for recovery when I am not working, for instance. But I am actually getting much more in return because in the time after I recover, I will be a lot more productive, a lot more creative and of course happier. 

So recovery is a good investment and recovery, again, is something, whether it’s 15 minutes of meditation or an hour in the gym or just hanging out for a couple of hours with friends and recovery is also a good night sleep. A lot of research on the importance of sleep for well-being and for cognitive functioning, it could be a day or two off over the weekend and recovery can be the vacation, the week or four week holiday once or twice a year. So all these forms of recovery are great forms of investment. I get much more in return. 

[0:39:33.1] MB: I’d love to talk about — we’ve examined a couple of the different mind-body interventions that deal with anxiety and stress. We’ve talk about exercise and how important that is, we’ve touched briefly on meditation. One of the other things you’ve talked about is the power of breathing and I’d love to hear some of your insights. 

[0:39:51.3] TBS: Sure. So there is, again, a lot of work, a lot of research on breathing and the nice thing about it is that it’s always there for us literally from the moment we were born until the moment we die and we need to make better use of this thing that’s right under our very noses and what does it mean to make use of breathing? Because we breathe naturally and again, we always do it. But there are helpful and unhelpful forms of breathing. 

So for instance, when stress levels rise and when we don’t have enough recovery, our breathing actually becomes shorter and shallower. We don’t take a deep breathe in. Now it’s very easy to simply decide, to set our alarm clock or smartphone to remind us, say every two hours to take three or four or five deep breaths, which you spend 10 minutes first thing in the morning just breathing in deeply and focusing on the breathe going in and out and we’re benefiting then from both breathing and it’s a form of meditation as well. 

Now what is proper breathing? It’s really like what a baby would breathe. When you watch a baby breathing, you see their belly go up and down. This is called belly breath, and engaging in belly breathing, again, three to four deep breathes every hour or two and then maybe a couple of minutes in the morning and a couple of minutes more in the evening, that can go a long way as a form of recovery, as a form of taking in sufficient oxygen as a form of changing our experience from the fight or flight response. 

A stressful response to what Herbert Benson from Harvard Medical School calls “The Relaxation Response” and again, it doesn’t take much. It’s a very simple intervention that’s with us all the time. I, as a ritual, engaging in deep breathing a few times a day and that has done wonders to my overall experience of wellbeing. 

[0:41:56.8] MB: I’d love to touch on rituals, you just mentioned that. What are some of the rituals that you found daily that have really helped you cultivate wellbeing and happiness? 

[0:42:07.6] TBS: Yes, first of all maybe I can just say a couple of words about the importance of rituals. Because many people think that if they understand something, so for example, I understand the importance of exercise or I understand the importance of breathing or the importance of relationships, well then that’s enough to bring about change. I’ve had the “aha moment” I was convinced by a study and a research and now I’m ready to live happily ever after. 

Well unfortunately that’s not the case. Knowing what’s good for us doesn’t mean that we’re doing what’s good for us and doing is necessary for bring about the real change. Rather than relying on knowing or understanding, what we must rely on to bring about lasting change are rituals, are habits. You know, John Dryden, the British philosopher/poet once wrote: “We first make our habits and then our habits make us,” and it’s important to make habits to create rituals that will contribute to our wellbeing. 

So let me share you some of the rituals, some of the daily or weekly rituals that I have. One of them is physical exercise, three times a week on particular days, particular times I exercise. For me it’s usually a stationary bike or swimming. Three days a week I do yoga. Every morning when I get up, I spend between 10 and 12 minutes deep breathing while reminding myself of the things that I want to be reminded. 

For example, I remind myself — and this is all written down. I remind myself to be present. I remind myself to bring more playfulness to my work, to my family. I remind myself to contribute, to help others and cultivate healthy relationship. I remind myself to be patient and finally, I remind myself to give myself the permission to be human, to be humble about myself, my life, my expectations. 

Now these things, I remind myself of everyday. They are already second nature, I’ve formed neural pathways in my brain around these ideas that I believe are so important for a happy, healthy, and fulfilling life. It’s only by engaging a ritual around them that they can become second nature, they can be assimilated, internalized and finally another ritual that I have before going to bed is expressing gratitude for at least five things in my life.

[0:44:42.3] MB: That’s such a great exposition about rituals and I love that quote, “We first make our habits and then our habits make us.” That’s really powerful. I’d love to dig in to the concept, and this goes back a little bit to kind of when we were talking about perfectionism and the permission to be human. I’d love to talk about self-forgiveness. Can you share some of your thoughts about that?

[0:45:04.8] TBS: Sure. The Dalai Lama, when he came to the west for the first time, interviewed many western scientists, psychologist, practitioners, theoreticians. One of the most surprising things that he found was that compassion, the word for compassion in the west stands for compassion towards other people. He said, in Tibetan, the word for compassionate is Sewe. Sewe is equally about compassion toward others and towards one’s self. We’re very hard with ourselves, that has to do a lot with perfectionism or is a cause of perfectionism.

We’re not forgiving, we don’t give ourselves the permission to experience painful emotions or to fail, to be human. Unfortunately, that’s a cause of a great deal of unhappiness. There’s no one who is perfect and no one ever was or ever will be. The sooner we accept that, the better, the more forgiving we are of our imperfections or of our failures, the happier, and paradoxically, the more successful we’ll be in the long term. 

[0:46:14.7] MB: For somebody who has been listening and wants to have kind of a concrete starting place to implement some of the ideas that we’ve talked about today, what’s sort of one simple piece of homework that you would give to one of our listeners?

[0:46:28.2] TBS: What I would do first, we are potentially the best teachers that we have. What I would do is, I would sit down and I would write, I would write about my best experiences from the past, “When was I at my happiest?” From those stories that I write down, I would extract what I consider the essentials. Keep in mind all the things that you heard about permission to be human and about relationships and about exercise and about expressing gratitude and try and extract the essentials.

In other words, do research on yourself, or rather what I distinguish between research and search. Research is very often about other people. Search is within one’s self.

[0:47:16.2] MB: For people who want to learn more about you, where can people find you and your books online?

[0:47:21.3] TBS: Well, my books are on Amazon or you can go onto my website, www.talbenshahar.com.

[0:47:29.7] MB: Well Tal, thank you so much, this has been a fascinating conversation and I know I’ve taken away a ton of insights and I think the listeners are really going to enjoy this. We just wanted to say, thank you so much for being on the show. 

[0:47:42.6] TBS: Thank you Matt for the opportunity.

[0:47:46.1] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Thanks again, and we'll see you on the next episode of the Science of Success.

February 06, 2020 /Lace Gilger
Best Of, Emotional Intelligence
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The Hidden Lie of the #Hustle Culture

January 30, 2020 by Lace Gilger in Focus & Productivity, Health & Wellness

Modern work has become exhausting and dissatisfying, but it doesn’t have to be that way. We share strategies for defeating burnout and making progress on the most important and meaningful things in your work with our guest Bruce Daisley.

Bruce Daisley is the former European Vice-President for Twitter and host of the UK’s number one business podcast Eat Sleep Work Repeat. He is also the author of the bestselling “The Joy of Work: 30 Ways to Fix Your Work Culture and Fall in Love with Your Job Again” and the soon to be released “Eat Sleep Work Repeat: 30 Hacks for Bringing Joy to Your Job”. Bruce has also been recognized as one of the 500 Most Influential People in Britain.

  •  We are in a crisis situation with work.

  • The average working day has gone up from 7 hours to 9 hours in the last 15 years

  • We are in the midst of a burnout epidemic. Half of all US workers are in a state of burnout. 

  • The average state of working is heightened anxiety and stress, and it’s having a major toll on us. 

  • More than ever before work is becoming part of our identity, much more than any previous generation. 

  • We lionize people like Elon Musk as roll models and ask ourselves - do I need to work that long and hard?

  • What is the impact on your energy, output, cognitive ability, and results of working 100+ hours per week?

  • The total productivity of people working more than 50 hours per week is less than those who work more. 

  • Working more than 50 hours per week is LESS productive than working less than 50 hours per week IN TOTAL PRODUCTIVITY, not per hour. 

  • Working relentlessly creates fatigue and lessens total aggregate output 

  • Scarcity forces you to make decisions. If you knew that you only had 40 hours of productive work per week, then you’re forced to make scarcity decisions about what the most important way to spend your time is. 

  • Right now we aren’t making KEY trade offs and scarcity decisions about how to spend our time - we are trying to cram as much in as possible. 

  • There are serious problems with #hustle culture

  • The 3 major brain systems and how they relate to productivity, creativity, and insights 

  • The best ideas live in the spaces between - not during periods of intense focus - when your “default mode” network is working 

  • We have no blueprint for work

  • We’ve developed a new version of work that no one really agreed to. Constant email. Open plan offices. The average person spends 16 hrs per week in meetings and sends/receives 200 emails per day. 

  • Walking meetings are a powerful strategy to improve your focus and creativity. 

  • We are seeing technological breakthroughs in work, yet none of them are translating to productivity rises. 

  • We haven’t innovated the way we work, despite technological change. 

  • “Turning off notifications on your phone can be one of the most productive things you do.”

  • Conduct meetings where phones are not allowed. 

  • Teams that spend time together socially are more likely to be cohesive. 

  • Unlock the power of “Monk Mode Mornings” to make progress on the most meaning things in your work. 

  • Modern work has become exhausting and dissatisfying, but it doesn’t have to be that way. 

  • Homework: You have more power to change things than you think. Start a dialogue in your workplace. Bring evidence, science, and data to the conversation to help change your workplace culture. Your boss is navigating the new world of work with the same confusion that you are. 

  • Quite often, work is the lie we tell ourselves.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  •  Eat Sleep Work Repeat 

    • Website

    • Podcast

    • Twitter

  • Bruce Daisley’s LinkedIn and Twitter

  • Bad Boss Helpline

Media

  • The Drum - “Twitter’s EMEA VP Bruce Daisley departs after eight years” By Katie Deighton

  • People Management - “Bruce Daisley: “People check their work emails on a night out… they’re lying to themselves”” By Robert Jeffery

  • ResearchLive - “TWITTER’S BRUCE DAISLEY: ‘TURN OFF NOTIFICATIONS TO BEAT WORKPLACE STRESS’” by Katie McQuater

  • HR Magazine - “Bruce Daisley, author and VP EMEA, Twitter” by Ellie Froggatt

  • BDaily - “Interview: Twitter’s Bruce Daisley on work, balance and the science of sleep” by Richard Bell

  • Qubit Blog - “QTalks 2019 - The Joy of Work with Bruce Daisley” by Elli Lawson

  • Evening Standard - “Business interview: Twitter boss Bruce Daisley is a fast-talking news addict who’s found the right medium” by Mark Shapland 

  • [Podcast] The Internal Comms Podcast - Episode 08 - The Joy of Work

  • [Podcast] Hays Worldwide - Leadership Insights Podcast - PODCAST 7: THE SECRETS BEHIND A GREAT WORKPLACE CULTURE with Bruce Daisley, EMEA Vice President, Twitter

  • [Podcast] Life Done Differently - Bruce Daisley - How 'Cartoon Boy' finds the fast lane

  • [Podcast] How To Be Awesome at Your Job - 384: Bringing More Joy into Work with Bruce Daisley

  • [Podcast] Ctrl Alt Delete w/ Emma Gannon - #171 Bruce Daisley: How To Fall Back In Love With Your Job Again

  • [Podcast] CULTURELAB WITH AGA BAJER- Bruce Daisley: How to Fix Your Culture and Enjoy Work More

Videos

  • TEDxTalks - How To Turn Work Into Joy | Bruce Daisley | TEDxNewcastle

  • EatSleepWorkRepeat podcast Channel

    • Modern Work is A Lie - Bruce Daisley

  • Market Research Society - Twitter's Bruce Daisley on idiot bosses and a happier work place

  • HRD Leaders - 30 Ways to Fix Your Work Culture and Fall in Love with Your Job Again

  • Like Minds - Keynote: Bruce Daisley – EMEA Vice President, Twitter.

  • Unbound - unbound 2017 - Eat Sleep Work Repeat

  • Wayra Startups - Twitter's Bruce Daisley on surviving the modern working world

Books

  • Eat Sleep Work Repeat: 30 Hacks for Bringing Joy to Your Job  by Bruce Daisley

  • The Joy of Work: And 25 Ways to Find It by Bruce Daisley

Misc

  • [Article] Stanford (SIEPR) - “The Future of Hours of Work?” By John Pencavel

  • [Discussion Article] - “The Productivity of Working Hours” By John Pencavel

  • Stanford Faculty Profile and Publications listing: John H Pencavel

  • Paul Graham - Maker’s Schedule, Manager’s Schedule

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[00:00:11] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet with more than 5 million downloads and listeners in over a hundred countries.

Modern work has become exhausting and dissatisfying, but it doesn’t have to be that way. In this episode, we share strategies for defeating burnout and making progress on the most important and meaningful things in your work with our guest, Bruce Daisley.

Are you a fan of the show and have you been enjoying the content that we’ve put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on their along with a really great free course that we put a ton of time into called How to Create Time for What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That successpodcast.com, or if you're on your phone right now, all you have to do is text the word “smarter”, that’s S-M-A-R-T-E-R to the number 44222. 

In our previous episode, we showed you the power of listening. Taught you how to transform the way that you listen and unlock an incredible set of communication skills that almost no one uses or even understands with our previous guest, Julian Treasure.

Now, for an interview with Bruce. 

[00:01:39] MB: Today, we have another exciting guest on the show, Bruce Daisley. Bruce is the former European vice president for Twitter and host of the UK's number one business podcast Eat Sleep Work Repeat. He’s also the author of the best-selling The Joy of Work: 30 Ways to Fix Your Work Culture and Fall in Love with Your Job Again and the soon to be released Eat Sleep Work Repeat: 30 Hacks for Bringing Joy to Your Job. Bruce has also been recognized as one of the 500 most influential people in Britain. Bruce, welcome to the Science of Success.

[00:02:10] BD: Thank you. So good to talk to you. 

[00:02:12] MB: Well, it’s so good to have you on the show. I'm so excited to dig into your work. I think it's so important and something that's a really relevant and timely topic especially in today's age. To start out with, I’d love to begin with a look at modern work and the state of modern work. You've obviously been a very successful business executive and seen a lot of this firsthand and uncovered some really interesting phenomenon. What's going on with work today?

[00:02:39] BD: Yeah. I think we’re in something of a crisis situation where silently over the last few years we found ourselves sleepwalking into a situation where by one estimate, the average working day has gone up by two hours over the last 15 years. But every step of the way, we felt that the changes that were coming were benign. The reason why the average working day has gone up is because we're spending more and more time on our mobile devices. 

Now, look, if you said to anyone, “I'm going to take email off your phone,” we’d all be really offended by it. We love email being on our phone. It makes work feel more manageable. It makes our working lives feel more easily adapted around our private lives. We love that aspect of our work, but the consequence of it has been that the average working day has gone up. There’s one of the challenges. 

Now, the output of that, the outcome of that is that we’re in something of a burnout epidemic. Burnout is recognized by the World Health Organization as a genuine thing, and by some estimates, half of all U.S workers are in something of a stage of burnout where burnout where things we used to find enjoyable aren’t as enjoyable as they used to be or we find ourselves hyper stressed when we’re trying to go to sleep, but exhausted when we wake up in the morning. 

We’re in this phenomenon where a lot of us are feeling that the average state of working is heightened anxiety, stress and it's really just having a toll on our whole lives. Work is more than ever before becoming our identity. We’re starting to define ourselves who we are via talking about our jobs more than in any previous generation. 

My feeling was that in the spirit that you wholeheartedly come at this podcast with, my whole feeling was that I wanted to explore whether there was any evidence. What data science would give us about how to address this balance? How could we get back to really finding that there was enjoyment in our jobs and what pointers would the evidence give us towards that? 

[00:04:49] MB: So many interesting points, and one of my favorite lines from the book was this idea of – And I think we've all had this experience of going to bed wide awake and waking up exhausted. Such a great way to encapsulate this major problem with the burnout that everybody is suffering from and the almost constant treadmill of anxiety that are working culture has become.

[00:05:11] BD: Yeah, absolutely. Look, it's not held by the fact that many of us find that maybe when we first go into the world of work and maybe if we’re in our late 20s, early 30s and we’re contemplating how to get on in work, how to – We've decided we want to be a success, we want to graduate to achieving more and the thing that we find very quickly is that the people that we see as models around us, people who say they've got the secrets of success. 

Quite often, model, practices that when we look at them we think, “Okay. Well, I need to do that.” Elon Musk, it would be no surprise if a few of your listeners thought, “Okay. I want to be a bit more Elon. How can I be more Elon?” Elon Musk, when he's asked about it, his own working practices, he says he works 130 hours a week. He says he sleep under his desk two or three days a week. You too can have the Elon Musk experience, get yourself down to Target and buy a sleeping bag and you too can have that Elon experience. That's the challenge that a lot of us see people like Elon as role models, and yet we believe therefore, “All, right. Do I need to work that long and hard?’ That's what I was interested in. 

Okay. Objectively, if we look at people work 100 hours a week and we measure them over the short to medium-term, what is the impact on their cognitive abilities? What's the impact on their energy? What’s the impact on their ability to get their job done? Here’s what we learn, people who sustain those long periods of work. There's long working hours over a long time. We all remember probably, your listeners probably remember a time at college where they were working longer into the night. But what we delete from that college story was the fact the next day we slept-in and then we had a four week vacation. 

Any time we actually look at when people work a hundred hours a week, what we discover pretty quickly is that productivity rather than going up, it goes down. In fact, one of the biggest pieces of research into these hundreds of thousands of data points was done by a guy called John Pencavel at Stanford University and he looked into average working hours sustained over the long-term and he concluded that anyone who works over 50 hours a week, their total productivity is lower than people who work less. That's fascinating, because that's not the lie we tell ourselves. 

We tell ourselves that certainly when it comes to us, we can work late into the night. We can work weekends. Maybe we can work early mornings, and yet when people have set about trying to measure that and demonstrate whether the data proves it, whether there’s data behind it, actually it seems that it's not the case. Working long hours is an illusion rather than a way to maximize our productivity.

[00:08:05] MB: Such an insightful point, and I want to clarify a piece of this because it's something that I wrestle with and struggle with and think about. The people who were more productive, is it that the marginal hour is less productive or their total aggregate output is less productive?

[00:08:22] BD: Total. Total. There’s the interesting thing. Here’s the strange thing. That dataset that John Pencavel worked with, he said that if people were working a seven day week, and I guess some people might be channeling a startup mentality. Maybe they tell themselves, “I’m going to work a seven day week.” If those people, if they're in the routine of working seven days a week, then if they get into a routine of working six days a week, their productivity is higher on those six days than it is on those 7 days. Why? Because we just carry that fatigue through every hour of working. 

In fact, the marginal increases from working hours. Stop going up after 55 hours work. John Pencavel says the increase between 50 hours and 55 hours is incredibly small. I think he said if anyone knew how small it was, they wouldn't optimize for work. But over 55 hours, over the course of the week, over 55 hours, their total output starts going down.

[00:09:18] MB: Staggering and so interesting. I definitely want to dig into that research a little bit more.

[00:09:22] BD: Isn’t it fascinating though that even though we hear all of these examples, Marissa Mayer when she was the chief executive of Yahoo, she described her time working at Google. She was employee number 20 at Google. She was asked the secret of her success, and like Elon Musk, she said the secret of her success was working 120 hours a week. She said that she also slept under her desk. She often didn't take bathroom breaks and she never went on vacation. There’s the same story painted out. Yet when we get someone to look at the evidence, we can't replicate that practice being productive. 

Look, here’s the interesting thing, that we look at other professions where people use their energy. Maybe let's look at track and field, and if someone told you that their plan to be the next Usain Bolt was them training 120 hours a week, the first thing we’d probably ask is, “Oh! Interesting. Does it work? Can you measure that that's more effective?” Why? Because we sort of know that that notion that you could while and train relentlessly, it must lead to fatigue. Yet here’s the strange thing. When it comes to our own jobs, it's like challenging religion. We feel uncomfortable with challenging the idea, the notion that we can work relentlessly. We can work infinitely. 

Here’s why I think this matters, because I think scarcity forces us to make decisions. If we knew that we only had 40 units of productive work a week, 40 hours of productive work, then what would we do? We’d start making decisions of scarcity. We’d start saying, “Okay, I don't want to be in that four-hour status meeting, because if I'm in that meeting for four hours, then that's a 10th of my week, and I could do something more productive,” and we start making decisions of scarcity. 

Here’s I think the really interesting conundrum that were presented with work right now. We’re not making those decisions of scarcity. W we tell ourselves, “I’ll work late into the night,” and yet maybe I was a classic example of these. I would routinely come home and I would be a kitchen table emailer. I would come home. I would eat some food. Maybe there would be TV on in the background, some music on. Maybe I would treat myself occasionally to a glass of wine, but I would sit at the kitchen table typing emails.

It was only latterly I sort of reflected on what I had actually accomplished. What did I do on that Monday not emailing? Well, I read one particular email, a difficult email. I read it four or five times. I closed it. I’d come back to it again. It’d change the music. I’d answer a couple of these emails. I’d then open a document. It was really complicated. I’d close it. I’d come back to it later. I wasn’t actually doing anything, but we sometimes create the illusion that we’re working. I think that’s the critical thing that I would say. I would say there’s so much evidence about how we could improve. 

I was swept away with how many papers, how much academia has gifted us in this field and yet so little of it reaches people in work. That was my feeling, “Wow! Such revelation is hitting me,” and I wanted to be able to share some of it with people in full-time profession. 

[00:12:41] MB: I want to come back to this topic of why we refuse to make these key scarcity decisions, but before we do, something else you said a minute ago really resonated with me and in many ways underpins a lot of this, which is this idea that more and more and more, work is becoming part of our identities, and this badge of honor that I work harder than anybody. I sleep under my desk. All of these stuff, it's a very slippery slope.

[00:13:08] BD: Yeah, very much so. Look, I'm really charmed when I see organizations that recognize another way. I saw the organization, Slack, and it really struck me that a lot of people who work at Slack said that it hadn’t been their first tech job. They'd been around the track once. That forged an impression in them. So Slack has a value that they, it’s one of their values, which is do a good day's work and go home. 

What does that mean? That means they have no football tables. They have no ping-pong tables. They don't have beer tap that serves beer if people stay late. They don’t have any of those things. They encourage people to do good days work and go home. Why? Because they believe that the richer people’s personal identities, the more that people have got passions and interests, those things bring themselves into people's work and they bring color to people's work. They bring diversity, a plurality of perspectives. 

I was really charmed with that, because I think so often now, especially as property prices and student debts are ever bigger as a presence in people's lives, it's completely natural that any of us might sit there thinking, “I just want to work hard and pay off my college debts.” Of course, it's a human response. 

I was really impressed that some organizations are saying, “We actually want you to bring your fullest self to work by having other interests. We’re not going to value you staying late and working into the night. That won't be the reason you get promoted here.” 

[00:14:44] MB: That’s a great example, and I know you're in many ways leading this charge as well, but I hope to see more companies and organizations start to embrace some of what the science and the evidence tells us about how people could be more productive and more effective instead of these cultural myths about what work is and the false badge of slaving away and working hundred plus hours per week.

[00:15:08] BD: Yeah. I think this is the critical thing that there are so many icons of #hustleculture and there’s so many people who are celebrating working hard and that relentless eking out every last drop of productivity. Unfortunately, there’s very few role models, there’s very few examples we can look at who say, “Actually, there’s another way.” Because here’s one thing that I really fascinated by, and I think for me this is really instructive, that any of us who’s setting about trying to be the best version of ourselves. Of course, productivity is an important notable goal. But let me give you something that I was really captivated by, which is a sort of rudimentary take on neuroscience. 

If you and I, Matt, we’re doing sort of an introductory level of neuroscience. Neuroscience 101 would be this effectively three systems of cognition in the brain. The first one is called the executive attention network. Okay. That’s you, you're typing an email on your phone. The executive attention in that work is you typing that email. Then a second network that runs directly in parallel, all the times that the executive attention network is running, there’s another network called the salience network. This network protects us from – It makes sure the we’re back typing that email on our phone, and meanwhile we’re walking across the road and the salience network is what protects us from oncoming traffic. It makes sure it's a safe time to walk across the road. Those two run in conjunction with each other. 

But there’s a third one, and the science of understanding what's going on in people's brains is relatively recent. Brain scanning, the last 20 years we’ve really got some value from it. Scientists were baffled by the fact that they would give people something to do and their brains would light up. But then the moment they stopped doing it, their brains would light up, but in a different way, and they [inaudible 00:17:03] this the default mode of the default network. 

Here's the interesting things. The default mode, we might – If we were in the brain scanner and we were in the default mode, the researcher might say to us, “What's happening right now? What are you thinking about?” Generally we’d say something like, “I was dreaming. I was daydreaming. I wasn't thinking about anything. I was a million miles away.” Boredom, if I could give you a term from your youth. Do remember boredom from when you’re a kid? Those hours of boredom we used to have. That's what the default mode is. Boredom is where we’re in the default mode. Long way of saying it. These three systems in the brain, one of which is sort of this unfocused, this boredom. 

But here's the really fascinating thing. When we come up with our best ideas, and I’d challenge your listeners to think about this. The next time you have a good idea, which of these states were you in? Were you in like the executive attention network? Were you frowning into your laptop trying to come up with an idea or was it the moment when you gave up frowning into your laptop, you walked into the other room to pour yourself a glass of water and an idea struck you? Because, broadly, that's what a lot of people observe. They observe that their best ideas happen not in these intense focus, but in this rather sort of more dreamy unfocused. 

My favorite example of this was this very acclaimed screenwriter. A guy called Aaron Sorkin. He wrote Moneyball. He’s just writing now. He’s got the theatre production of To Kill a Mockingbird on Broadway. He’s incredibly prolific writer, poet, all amount of screen and stage. He wrote the West Wing TV show. He realized his best ideas were coming to him when he was on deadline. His best ideas were coming to him not when he was in the state of focus staring into his computer screen, but when he was in a state of these default mode, in a state of sort of dreamy distraction. 

He realized for him, his best ideas were coming to him not staring into his laptop but in the shower. He told Hollywood report magazine, he had a shower installed in the corner of his office and he takes 6 to 8 showers a day. Fascinating, right? He was asked about it, “Are you doing this because you're sort of obsessive-compulsive?” He said, “Not at all.” He said, “When I'm on deadline, when I need to come up with something, I find that the fact that I get into the shower, I almost reboot my whole system and something occurs to me.” For me, this is such an epiphany, because we spend so much of our time trying to optimize for our productivity. So much amount of time thinking, producing more with every waking minute. 

Here's the strange thing, any of us who are charged with coming up with original thought, we’re thinking of a clever way to do it. That’s all of us. We don’t like to call it creativity, but all of us are charged with improving things. What we find is that those flashes of inspiration, those sparks of ingenuity, those moments of guile, they strike us in our default mode. They strike us when we’re on downtime. 

Someone told me, I have all my best ideas walking my dog, and I thought, exactly, default mode. That's one of the critical things that I feel that I've learned, is that we need to be thinking more not just about how can we produce more, but how can we allow our brains to breathe and actually sort of create moments of creative inspiration? 

[00:20:18] MB: I couldn't agree more, and there's so much research supporting this idea of creating the space, creating the contemplative time to really step back and not be so caught up in everything constantly happening. Even the neuroscience, I don't know if you came across this term, but the phrase and a lot of the scientific research around this is the idea of creative incubation and how the subconscious works on problems much more effectively if you take your conscious focus away from really burning constant focus on whatever you're trying to solve or wherever you're trying to generate a creative breakthrough.

[00:20:54] BD: Very much so. I think the more that we get an understanding of this, I think the more that we, all of us, try to get a layperson's understanding of some of the science that governs these things. Then we can try to intervene and push back against some of the things that appear common sense in our workplaces but are actually potentially quite destructive.

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[00:22:48] MB: Let's explore a couple of those other ideas we've talked a lot about, the general culture of work. But tell me about a few more of the things within our workplaces that seem like they're common sense but are really counterproductive and harmful to productivity and well-being.

[00:23:03] BD: I think one of the things that become the norms, what we’ve found I think is that we have no blueprint for work. We've developed a new version of work that no one has ever really signed off on. If we were to look at some of the cold hard facts of modern work, the average U.S. worker spends about 16 hours a week in meetings. 

In fact, if your boss expects you to stay connected to your device, then generally we’re observing that the average working week of attention on our email can be around 60 to 70 hours a week. We find ourselves in open offices, so in sort of open plan environments where we set with constant interruptions. Then when we do get to our desks, generally we are sending and receiving about 200 emails a day. All of those things act to drain some of our cognitive energy. 

One the things that I think is an important decision that we need to reflect on is that scientists argue about whether there’s a finite capacity to our brains, but it does appear to be elements of cognition, which are closer to the battery on our cellphone, then we probably would like to normally think. We often can force our self to believe that our brains are infinite. For anyone who's tried to read a complicated book or a complicated paper, at 11 PM, we’ll know that their brain doesn't seem to have the same battery power as it does at 9 AM. 

I think understanding that is really critical. Psychologists, neuroscientists sometimes call this ego depletion, the idea that cognition is finite. Now, while they do argue a little bit around the edges of the extent of ego depletion, how finite our brains are. There seems to be some evidence that we can restore some of our energy with the actions we take. Walking meetings seem to be a really good way to revive, re-energize our attention to bring some energy back into us. For my feeling, we've created a version of modern work, which has got all these meetings, these emails, and it's exhausting. 

I think if any of us were told when we were children the amount of time we were going to spend in meetings not paying attention to what was going on, we’d be astonished, because if a child – I always think of freaky Friday. If a child's transport planted into your brain today and saw that you're sitting pretending to listen to someone's PowerPoint slides, the child with the sort of naivety of a child would say, “Why are you doing this? Just get up and leave,” and yet most of us find ourselves in hostage to those situations. 

I think this is a critical thing for me. One of the things I was – Here’s my entry point. I was working, running Twitter across Europe, and one of the things that we observed was that while people might superficially think tech job, that's what I want. I want to go and work in a big tech platform, and that's definitely true. We had lots of people who were really inspired by the work they were doing, but we were starting to witness burnout in the people that we employed. It was largely a reflection of the way we were working. 

People were burnt out because we were emailing all weekend. Because of different time zones, we were emailing all evening, and there was a constant expectation that people would be available to jump on a call, and all of those things acted. They were in service of just the team starting to feel depleted. The team feeling like they could do a tour of duty, but they couldn't last forever. 

We were seeing – One of the things that was a real wake-up call for me, I was seeing some of my most talented people quit, but worst, some of them were quitting with no job to go to. I was presented with this realization, “Wow! If we've got some of the best people I've ever work with and they’re quitting with nowhere to go to, it's such a vote of no confidence in the culture that I had created, in the organization that I was running.” I told myself, “Look, I need to delve into the science books. I need to delve into the evidence here. I need to be trying to find answers.” There aren’t just my thoughts, my hunches, my instincts. I’ve got to try and find answers that are proven by data and evidence. That's why I set about doing challenging some of these norms that we've created and trying to find a way to create a more energizing positive and more productive version of work.

[00:27:30] MB: That's a truly inspiring vision and I applaud you for embarking on the journey. There're a couple of things you mentioned that I want to dig into. The thing that you talked about earlier that I really want to unpack a little bit more is this notion of how we think that we can just pile more and more and more work into our week. We can always take on another project, another priority, and yet when you really truly come to grips with the reality that there's, let's say, 40 to 50 hours of truly productive time that you actually have, it forces you to really prioritize and to make tradeoffs and to make scarcity decisions around where you spend your time. 

Why do you think so many people are afraid to do that and how can we be better about making those kinds of decisions and bringing that thoughtfulness to the way that we approach our work?

[00:28:22] BD: I think more than anything, the first stage of the process is an awareness of it, because it's very easy. When a colleague says to you, “Can you attend this meeting?” and you end up in a two-hour meeting. What happens is the emails that you are meant to do, the document that you are meant to create, the things that you are meant to give your attention to, they don’t disappear. They just get displaced. Most of us probably who work full-time now recognize the feeling of sitting on the sofa, answering an email or getting told off by a friend when we’re just answering an email on a night out. 

Most of us recognize that we've seen an erosion of the boarders between work life and home life. Look, look quite often we are willing accomplices, we often feel like it reduces our stress to answer that email rather than having it sitting there waiting for us. I think that’s the reality of modern work for a lot of us. We’re sort of presented with those conundrums. 

I think the challenge for me is this, is that we’re not being honest with ourselves. The moment we start being honest about, “Okay. I've got 40 units. This is zero cost. This is zero-sum to my working week. If I gave two hours to that meeting, I'm going to stop doing something else.” As soon as we say that, it starts forcing us to prioritize. Look, you’ll know well the old truism that sort of in business, strategy is what you choose not to do. 

I think one of the things that we find is that anyone who takes a look at productivity stats, workplace productivity stats for the 20 years, it's a total enigma. Why? Because we've seen the fastest innovation of technology and the tools available to every worker is unprecedented in history. We've never seen innovation like this, and yet average productivity per work hasn't grown. In manufacturing industry, productivities continue to rise. 

In office workplace, we haven't seen productivity rise. It's this total conundrum. Why on earth would this technology be afforded to us and yet we've seen none of it transferred to the bottom line? It's largely because we've effectively started making more demands on workers. It’s no surprise that burnout has gone up. People are working longer, because that’s the only way we’ve seen total output increase not from the amount people are producing per hour, but because they’re working longer and harder. 

For me, as soon as we start adjusting to these things, as soon as we start asking questions about these things, we’re going to get so far more honest state of work. There’s a really interesting thing. If you go back and you look at previous revolutions of technology. If you go back to the 1900s when the steam engine was replaced with electric motors. Among the first thing that happened was that when you saw that big system change from one to the other, steam engines required vast sort of turbines the required enormous coal and consuming furnaces and they would work at vast scale. They were huge. 

Electric motor to the engines could be tiny. The first thing that happened was that we first replaced the steam engines with an electric equivalent, and it was only afterwards gradually over the course of the next couple of decades that people said, “Oh! But by switching to little electric motors, we can miniaturize some of these processes. We can transform the way that we bring detail, we bring sophisticate sort of tiny little microscopic luxurious detail to the things we’re creating rather than produce it at vast scale.” 

It led to a big change, but we went through this transition. That's probably where we are with work right now, that we have not really innovated how we were working in the previous generations. We've just brought technology to it, and it’s why so many people right now are feeling like they are at something of a personal burnout, a breaking point themselves. 

[00:32:19] MB: If we feel burnt out, if we feel like we’re at the breaking point, you’ve shared one or two great strategies already and things like walking meetings are fantastic. What are some other strategies to help us recharge? To help us really combat that burnout?

[00:32:36] BD: Yeah. I think I've talked about the importance of probably drawing a line. The big thing for me was that I sat there thinking – It’s an interesting exercise. I sat there thinking my team are burnt out. I can't order them to make changes. I need to try and influence them. One of the things that I set about doing was, as I mentioned before, trying to model the 40 hours was enough of a working week, but there were certainly other things I could do. 

One of the best things that any of us can do, if we’re trying to get into a state of thought and concentration, turning off notifications on our phone seems to be one of the most productive things that we can do. There’s a strange thing. When I say to people they should turn notifications off on the cellphone, they say, “Oh, really? But how will I know if I’ve got messages?” Look, people generally reach the right conclusion for them. Some people say, “I’m going to leave my iMessages on,” or other people say, “I'm going to leave my social media on.” But broadly my feeling is that we should try and turn notifications off for our emails, or our Slack, because largely the reason why is that I guarantee that if you or I were to go and look at our emails now, we’ve both got emails. 

Actually, that alert that we've got more emails in itself isn't helpful. But what it does is it steals some of our cognitive power. There’s a strange thing that when Frances Frei, the culture expert went into Uber and she was invited in a Harvard business professor. She was invited into Uber, and she observed that they were all taking their cellphones into every meeting and it was having the impact of reducing everyone's attention but also making meetings longer. There were also like a back channel of the subtext of meetings that was being communicated nonverbally. 

She pointed out a piece of research that says that if we bring our cellphones into meetings, everyone's attention measurably goes down. If your cellphone is up turned so you can see, your attention dips even further. I think this is a really interesting thing. If any of us are trying to get our job done more quickly and productively and maybe with more flashes of inspiration, then turning notifications off on our phone seems to be an incredible, helpful intervention. 

Look, I set about thinking those things more than anything. I was fascinated with team culture. I want it to be back to my team feeling enjoyable. There's a lot of ways that I think we can build team cohesion, some really trivial ones. When you’re looking at how teams work together in an office, we often spend a lot of time thinking of org charts and sort of who reports into who, but as effective, a wonderful company did some really fascinating research effectively tracking people in offices, like we might track thoughts players on the field, they sort of, they put tracking devices on them. They watched where they went and they observed that the location of the coffee machine and the water cooler has as much impact on who works with who in an office as the org chart and the management structure. 

For me, understanding these things, where do you put the coffee machine? Can you introduce a social meeting? That’s a meeting where you sort of get together every week and there's no agenda. You just get together to be together. It seems incredibly wasteful, especially, I particularly meetings, but what we observe is organizations that set time aside to be together socially seem to demonstrate more cohesion and higher productivity. 

My fascination was how could any of us – We’re not the boss. I worked on the basis, we’re not in charge. But how can any of us set about improving the working dynamic where we are. One of the ways that we would set about doing that is just really looking into the evidence and the science. 

[00:36:33] MB: Great suggestions. I love this quote that turning off notifications on your phone can be one of the most productive things that you could do, and yet so many people think it's the opposite, right?

[00:36:43] BD: Yeah, but I think sometimes we do bias towards immediacy. We’re all guilty of these. If you ask people whether they like working with their boss, one of the things that they determined how much they like their boss is how quickly their boss replies to their emails. We’re all guilty of it. We want our boss to notice us quickly and get back to us quickly. We want other people to do the same. 

My feeling is this it was a wonderful piece of work by an investor, a guy called Paul Graham. He did a really interesting thing where he differentiated between two mindsets. The manager’s mindset, and it doesn't necessarily mean a people manager just by someone who manages projects or someone who's executing, getting things done. The manager’s mindset and the maker's mindset. 

He said, “Here’s the interesting thing. A manager can break that time into 15-minute segments.” They can be immensely productive. They can be auctioning and powering through things. You might attempt to your inbox. You might finish that document. It's about execution. The moment you switch into maker’s mindset, the moment you're trying to reflect, produce, think, then actually the way that time works is very different. 

If you've got a four-hour block, a manager can split that very easily into 15-minute segments. It might be a 30 minute meeting and then lots of very small segments. But if you're asked to come up with a new idea and you have that four-hour block and in the midst of that four-hour block you put a 30 minute meeting, he said, “That doesn't break up the four-hour block. It destroys the four-hour block.” 

The maker's mindset is very different. The maker’s mindset, if we're going to be allowing ourselves to get into deep thinking, to get into deep work, then breaking it with instructions and being constantly beset with little pings on our phone doesn't just have a slight impact, it destroys those moments of productivity. I thought it was a really interesting way to frame it. 

[00:38:39] MB: Yeah, the maker’s schedule, manager’s schedule post is a classic, and we’ll make sure to include that along with a lot of the other research you’ve talked about in the show notes. I want to dig into another recommendation from the book that I personally really resonated with this. Tell me about monk mode mornings. 

[00:38:56] BD: Very much in the same spirit. The notion of monk mode is that we sometimes reach those intellectual breakthroughs. We sometimes reach those moments where aha moments happen to us, when we’re in a state of undistracted concentration. The challenge of course for all of us, especially we might be just making our first progressions on the career ladder and we don't call the shots. 

If we were to say any of us would say to our bosses, “I’m not contactable all day on Wednesday, or I'm not going to be contactable for the next three hours.” Then I guess most of us face the prospect that our managers might respond negatively to that. 

The monk mode morning is the attempt to recognize the we have these demands upon us that our attention works best when it's uninterrupted. But as the monk mode morning says, “Okay. What are the ways that any of us can bring this into our work?” 

One the best ways, the monk mode morning is the idea that maybe you take 60 or 90 minutes out of your calendar twice a week. Monk mode worked best if you do it before you open email. The moment you open email, you sort of have these caffeinated seeds, these effervescent phase of thoughts fizzing through your mind. If we take a monk mode morning before we open our email, it seems to be more productive, and you just set an hour aside. 

It might well be you say to your boss, “Hey, I'm not going to be in till 10:30 on Wednesdays because I'm just taking an hour at home in the mornings to work on big pitches for new clients or big concepts for our 2021 plan.” 

The idea is the that period of concentration generally seems to be immensely rewarding for us when very simple, but when we ask people if they have had a good day at work, they generally describe having a good day at work when they've made progress in something meaningful. If we can set aside an hour or two hours a week just to do that, it's astonishing what we can produce in that time.

[00:41:09] MB: I totally agree and I've used that strategy for years to carve out time every single week to focus on the most important high-priority things in my life before getting distracted and sucked into the whirlwind of email and all of the demands on my time. 

[00:41:25] BD: Yeah, very much so. I think, look, these are the things that affect all of us and having a big impact on the way that we feel about our jobs. It’s really sad stats. If you delve into this – This is just not the luxury of office workers. If you look at teachers, 3/5th of all US teachers say they’re contemplating quitting the job in the next five years. 

It's the same for health workers, that this is not just the reserve of those who work in nice offers jobs, but we've created a version of modern work, which people find exhausting, dissatisfying. They’re seeking an escape. They’re seeking meaning elsewhere, and I'm convinced that there are small actions that any of us can take to just bring some of the enjoyment back to our work. 

[00:42:13] MB: Such a simple and powerful message. For somebody who listened to this conversation and wants to start to take action in some way to bring some joy back into their work, to get over the exhausting and dissatisfying nature of modern work, what would be one starting place, one action item that you would give them as their first piece of homework to really begin to bring that joy back into their lives?

[00:42:38] BD: Yeah. For me, I felt that this needed to be a democratic process. I felt that bosses – This book Eat Sleep Work Repeat, bosses don't read books like this. They send themselves on expensive executive training course and yet most of us find ourselves in the workplace cultures that maybe are not perfect that need fixing. I’m an optimist and I sort of believe that often we can find that we have more power of influence to change things. My feeling was start a dialogue in your workplace. Start a dialogue about can we do things differently. 

Let me give you one example. It's very easy, and my organization find ourselves doing the practice that I’ve really decided is one of my biggest no-nos, and that is the weekend email. In fact, one boss I had at my job at another organization sends a document round, all the people who reported to him. He said, “You might not work at the weekend, but I do, and I will be working all weekend.” 

You would come back from may be a morning bit of exercise and you would come into your apartment and there would be 30 emails not just from him, but from the people who reported to him. It felt like you can never escape work. It felt like work followed you around. Now, my feeling now is that there was a discussion worth having and bringing a bit of evidence to that discussion and maybe at that manager's offsite suggesting, “I wonder if we could have a discussion about how we work and our working methodologies and bringing some evidence.” I think you need to bring evidence to these, but you bring some evidence to it, and I believe that most bosses when presented with evidence will say, “Okay. Let's give it a go.” 

My feeling is, it’s the spirit of your whole podcast here, that actually the best discussions we have are informed with not opinion. We’ve all got our opinions, but with data, with science, with evidence. I remain optimistic that any of us should – The first thing we should try and do is start a dialogue. Start a dialogue. Can we set about improving the way we’re working?

[00:44:50] MB: Great piece of advice and really important to recognize that you do have more power than you think to change your culture, to change a workplace and to influence those around you. So many people give that power up without ever even trying. There's some real magic that can happen if you're willing to take the initiative and try to create a positive change in your life.

[00:45:09] BD: I couldn't agree more. There was a fascinating piece of work by a woman called Leslie Perlow from Harvard, and she went to try and track down people who said, “You can't change things here. You can’t have an impact on our culture.” She found management consultants. These management consultants said, “Look, you know you can't stand our job. We need to be on email all the time.” So then she started staging slight interventions. She’s ask them, “Okay. Amongst yourselves, I want you to agree who will not look at their phone on Tuesday night. Who will not look at their phone on Wednesday,” and she put them into teams. If someone looks at their phone when they were not meant to on a Tuesday night, the whole team lost. What happened was they initially said, “You don’t understand our job.” 

Within weeks they said, “I feel my energy levels are better. My partner is more grateful for me because when I’m out on date night, I’m not looking at my phone all the time. My family are grateful that my attention doesn't seem to become divided,” and she staged a number of those interventions. 

I think what they proved to me is they prove that, quite often, work is the lie we tell ourselves. Quite often, we tell ourselves that, “Oh! I can’t do this. I can’t change this.” We can change far more about our jobs than we realize, but we just – We need to start that process, that process. For me, it's about starting to dialogue on it. You start a dialogue and you realize very quickly, number one, you're surrounded with people who think the same as you. Number two, your boss kind of thinks things aren't working either and is open-minded to someone coming up with suggestions. 

My experience is we sometimes can imagine that when we’re in our most uncharitable frame of mind, that our boss somehow created something that sets to destroy us. Far from it, bosses are navigating these new world with the same confusion we are and starting a dialogue on these things. In my experience, I’ve now chatted to dozens of organizations. In my experience, it’s far more ground to be optimistic when we bring the science along than some of us ever really ever dare imagine.

[00:47:16] MB: Bruce, where can listeners find you, find the book, find all your work online so that they can learn more?

[00:47:24] BD: Best place to look is my website, is eatsleepwork repeat.com and I’ve chatted to countless psychologists, neuro scientists, experts there about trying to improve culture. The book is available with the same title, so Eat Sleep Work Repeat. It’s 30 hacks to improve your work. Anyone who's thinking, I just want to improve the way things feel around here. Maybe I just want to laugh more at work. Maybe I just don't want to be lying awake on Sunday night dreading going to that place. My feeling was I was you. I was that person, and I set about trying to change it. As someone who's reached the other side, I’m strongly of the opinion that all of us can take actions to make our work better. 

[00:48:07] MB: For people who feel like they can approach their boss, they’re struggling, Bruce you put together something that I thought was quite funny and really, really interesting. Just tell our listeners a little bit about the Bad Boss Helpline.

[00:48:21] BD: Yes. I’ve created Bad Boss Helpline, badbosshelpline.com. There’s a telephone number there or there’s an email address and you can contact us with your especially egregious boss and we will send a copy of Eat Sleep Work Repeat anonymously to your boss. If you do have a monstrous manager, if you’ve got a demonic supervisor that you’re sort of dealing your wrestling with, please do get in touch. We’d love to hear from you.

[00:48:49] MB: Well, Bruce thank you so much for coming on the show, for sharing all this wisdom. Some really insightful takeaways and really important dialogue about the future of work and how we can avoid burnout and bring some happiness back into our workplaces. 

[00:49:03] BD: So lovely to chat to you. Thank you so much. It’s been so great to chat, Matt.

[00:49:07] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Thanks again, and we'll see you on the next episode of the Science of Success.

January 30, 2020 /Lace Gilger
Focus & Productivity, Health & Wellness
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How To Unlock the Hidden Potential in Any Conversation with Julian Treasure

January 23, 2020 by Lace Gilger in Influence & Communication

In this episode we show you the power of listening, teach you to transform how you listen, and unlock an incredible set of communication skills that almost no one uses or understands with our guest Julian Treasure. 

Julian Treasure is the chair of the Sound Agency, a consultancy firm that advises worldwide businesses on how to effectively use sound. Julian has delivered 5 TED talks with more than 100 million views about listening, communication, and the effect sound has on the human brain. His latest talk, How to speak so that people want to listen, is in the top 10 TED talks of all time.  He is the author of the book Sound Business and How To Be Heard. His work has been featured in Time Magazine, The Economist, and many more.

  • Hearing is a reflex. It’s like breathing or your heart beating. You hear everything to the extent that you’re physically able to. 

  • Sound affects you before your process it consciously.. and we respond faster to sound than we do to sight. 

  • Listening is two key things

    • Selecting what to pay attention to 

    • Making those sounds mean something

  • It’s a grave and common mistake to think that everyone listens like you do. 

  • Listening is an action.. but it’s more than an action it’s a skill. It’s something you can become better at. 

  • Most people think no work is required to listen. 

    • Ask yourself: What’s the listening I’m speaking into?

    • Are you speaking to one person? Are you speaking to someone who is elderly? Are you speaking to an audience of hundreds of thousands of people?

  • There are two components to communication… Sending and Receiving. 

  • As a society we often focus primarily on the sending side.. hearing and listening is an underplayed card.

  • The best speakers are almost always very good listeners.

  • It’s not enough to send the message, you have to make sure it gets received on the other side. 

  • You have filters that shape the way you listen.

  • The spectrum of Critical Listening vs Empathic Listening

  • Speaking and listening are like a yin and yang - they are in a dynamic circle and interrelate to one another. 

  • Spend time thinking about the current listening filters that you have in place. Your language, your culture, your family, etc. 

  • Speaking right after lunch is the “graveyard slot” 

  • Self awareness, consciousness is a cornerstone of this 

  • What should you do if you’re scared of public speaking?

  • Listening is the sound of democracy. We have to be able to live in civilized disagreement. 

  • If you want to be a powerful communicator you must rid yourself of these two habits

    • Trying to look good… it’s too shallow. 

    • Being right. 

  • The four keys of powerful public speaking:

    • Honest

    • Authenticity

    • Integrity

    • Love

  • If you know everything what are you going to learn? Not much. 

  • It’s scary being a human being.

  • Looking good and being right make you feel better. But you have to let go of those drives to grow as a human… they inhibit communication and growth. 

  • How do you formulate and articulate your ideas with clarity and power? And get them accepted. 

  • Have an intention when you’re speaking and communicating with other people. 

  • Is content or delivery more important in being a really powerful communicator? 

  • “Say Say Say”

    • Say what you’re going to say: “This is an email asking you for this, this is the reason.”

    • Then say it.

    • Then say what you said. 

  • The powerful “RASA” framework:

    • Receive, appreciate, summarize, ask 

  • Summarizing is like closing doors in the long hallway of a conversation. 

  • “I would like to speak about this, because…”

  • There are probably billions of people who have never had the experience of being truly listened to. True listening is almost a form of meditation. 

  • It’s giving someone a great gift to give them 100% of your attention. 

  • “Tell me more is a great first question”

  • What is biophilic generative sound? And how can we use nature sounds to improve our working experience. 

  • “Wind water and birds” are the cornerstones of biophilic background noise… gentle waterfalls.. babbling brooks.. and birds singing. 

  • The sound of water is an important, pure, beautiful sound. 

  • Generative sound.. similar but not the same. 

  • “Biophany” the sound of nature. 

  • What kind of work do you want to do? Concentration, collaboration, communication? You need a different soundscapes. 

  • Sound changes your body in many ways. 

    • Heart rate

    • Feelings

    • Cognitive impact

    • Behaviorally

  • Take responsibility for your own soundscape. 

  • If an office or a retail store had a terrible smell. It would be a serious problem. Yet we tolerate terrible soundscapes every day. 

  • What to do if you’re in a bad soundscape?

    • Move

    • Block

    • Accept

  • Homework: Ask yourself what’s the listening that you’re speaking into?

  • Homework: Go and listen to someone that you love, and really listen to them, don’t do anything else, don’t be distracted, give them your 100% attention. It’s an amazing gift to give. 

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Julian’s Website

  • [Course] Speak Listen Be

  • The Sound Agency

  • Mood Sonic

  • Julian’s LinkedIn, Twitter, and Facebook

Media

  • Julian’s Udemy Courses

  • We Edit Podcasts - “How To Capture Your Podcast Audience + A TED Talk By Julian Treasure” by Mia Breunissen

  • The Prospector Daily - “Understanding environmental psychology helps students with productivity” by Sven Kline

  • The Globe and Mail - “We feel what we hear: The impact of sound on our well-being” by Jessica Leeder

  • Peakon - “Communicating More Consciously: Belong Q&A with Julian Treasure” by Camille Hogg

  • iMpact - “How to Speak So People Actually Listen [+Video from Julian Treasure]” by Nick Bennett

  • Spot.IM - “Our 5 Takeaways from Julian Treasure’s TED Talk About Conscious Listening” by Javier

  • How to Be Heard Book Site

  • [Podcast] First Clearing - Julian Treasure: Do You Hear What I Hear?

  • [Podcast] FranklinCovey On Leadership with Scott Miller - Episode #62 Julian Treasure

  • [Podcast] How to Be Awesome at Your Job - 224: How to Sound Amazing Daily with Julian Treasure (Creator of TED talks "5 Ways to Listen Better, etc.")

  • [Podcast] First Time Facilitator - One question you need to ask before you take the stage with Julian Treasure (Episode 45)

Videos

  • Julian’s YouTube Channel

  • Selling Made Simple / Salesman.org - How To SPEAK So People LISTEN In Sales

  • Goalcast - How to Speak with Power and Charisma | Julian Treasure

  • Tim David - Julian Treasure Full Interview

  • All TED Talks

Books

  • Sound Business by Julian Treasure

  • How To Be Heard: Secrets For Powerful Speaking and Listening by Julian Treasure

Misc

  • BBC Radio 4 - The Curse of Open Plan

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet with more than five million downloads and listeners in over a hundred countries.

In this episode, we show you the power of listening, teach you to transform how you listen and unlock and incredible set of communication skills that almost nobody is using or even understands, with our guest, Julian Treasure.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word “smarter”, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, which was a business-focused episode of the Science of Success, we shared how to recruit extraordinary talent and build a remarkable culture for your business with our previous guest, Dee Ann Turner.

Now, for our interview with Julian.

[0:01:37.6] MB: Today, we have another exciting guest coming back to the show, Julian Treasure. Julian is the Chair of The Sound Agency, a consultancy firm that advises worldwide businesses on how to effectively use sound. He’s delivered five TED Talks with more than a 100 million views about listening, communication and the effect of sound on the human brain. His latest talk How To Speak So That People Will Listen is in the top 10 TED Talks of all time.

He’s the author of the book Sound Business and How To Be Heard, and his work has been featured in Time Magazine, The Economist and media outlets across the world. Julian, welcome back to the Science of Success.

[0:02:15.2] JT: Thank you, Matt. I’m delighted to be back here.

[0:02:18.1] MB: Well, we really enjoyed our initial conversation with you and I know you’ve been doing so much stuff since we last spoke a couple years ago and it’s great to have you back on here. I’d love to hear what have you been up to since three or four years ago when you came on the show originally.

[0:02:32.6] JT: Well yes, the book How To Be Heard is one of the major things I have managed to achieve in that time. That was published and has been very successful. I created an audiobook actually, which I recorded here in a little studio in Orkney, which is where I live, a little island off the north coast of Scotland. Actually, that audiobook won both of the major awards for best business audiobook of last year, the Audie and the other one, which the name escapes me at the moment. It’s a set of initials.

I mean, that was very wonderful and very honored to have won those awards for the book. It’s a lot of fun reading it. It would’ve been a weird thing to have somebody else enact to come in and pretend to be me reading a book, so it just didn’t feel right. That was a big thing.

Created a new course, which is online now, which I think we probably talk about later on. The TED Talks have just gone on climbing and climbing. Yeah, as you said a 100 million. I mean, that is a big number. It continues to daunt me when I think about a football stadium full of people looking at me. It makes me very happy, because the talks are about becoming conscious. I really believe now there's a ripple effect, because everybody who listens, or watches one of those TED Talks will be listening a bit more consciously and more conscious of sound than what they say and how they listen. That ripple effect, hopefully will make a difference out there in the world.

Then finally, The Sound Agency has been very busy too. We've just launched a new thing called mood sonic, which is sound for office spaces, designed to improve well-being and productivity for I guess, there are a lot of people listening to this who have to work in open-plan offices and find it so difficult to concentrate in those spaces. Well, there's a lot of evidence now that they're actually pretty bad for us. The noise in the midst, the number one problem. We've addressed that with some biophilic generative sound. Again, I guess we can talk about what that really means in a little while.

[0:04:35.5] MB: Yeah, I definitely want to dig into that. Let's come back to this fundamental concept that you mentioned a moment ago, this idea of conscious listening. What is conscious listening and how can we be more conscious listeners?

[0:04:48.5] JT: Well, there's a great confusion I think for many people if they ever think about listening at all, which is to collapse hearing and listening. They're very different things. Hearing is a reflex. It's like breathing, or your heart beating. It's something that happens all the time. You hear everything to the extent that you're able to and to the extent that you're hearing is perfect. You hear everything from 20 Hertz to 20 kilohertz. You can hear an incredible range. It's about a trillion times from the quietest sound you can hear to the loudest sound you could tolerate, before it's actually really damaging.

You hear a sphere all around you 360 degrees. I mean, you can't see all around you, but you can hear all around you. It's your primary warning sense, that's why because you can hear things behind you, it goes very deep very fast right into the very lower parts of the brain, pre-cortical. Once you become conscious of the sound and it's already had effect by that time, sudden sound will have an effect on you before you process it consciously and we respond faster to sound than we do to site, by the way. Once you consciously perceive it, that's where listening starts.

With listening, what you're doing is two things; you're selecting certain sounds to pay attention to. You don't pay attention to all of the sound around you all of the time. Then you make those sounds mean something. Now that's where listening becomes really interesting, because we all do that in a slightly different way. One of the biggest things that I talk about a lot in terms of conscious listening is understanding that my listening is unique, so is yours Matt, so is everybody listening to this right now, all of your listenings are unique. It is a grave and common mistake to make the assumption that everybody listens like I do. That's at the root of a huge amount of miscommunication in the world.

People don't listen like I do. Only I listen like I do. I need to be conscious of that and of the fact that I'm speaking all the time into a listening, which is different from mine. Once I start to appreciate these nuances, two things become possible; one is I can be more sensitive to the listening I'm speaking into and that's a huge secret to powerful speaking, effective speaking. The other one is I can be conscious that I'm actually doing something when I'm listening. It's an action. More than that, actually it's a skill. It's something that I can work at, perfect, become better at. Just in the same way if I want to play the piano or play golf, I have to learn these things, so I have to practice and I have to become better at them. Well, it's the same with listening. It's a skill.

Unfortunately, for the vast majority of people on the planet they think it's natural and no work is required, that we all do it in the same way. That's very untrue. That's what I mean by conscious listening primarily is understanding that I'm actually doing something when I'm listening. That's the biggest opening to understanding how to listen better.

[0:08:10.2] MB: Such an important point. I really love the idea that it's a grave and common mistake to think that everyone listens the same way that you do. I see that so frequently and it's really as you said, at the heart of so many communication problems.

[0:08:27.5] JT: Definitely. Definitely. Once you get this idea, I talked about it in the book, in the course and with you – and when I'm doing talks to audiences, that once you get the idea, you speak into the listening, whether we're in a one-to-one conversation, or whether it's one-to-many, whether I'm having a chat my with my family, or whether I'm standing on stage talking to thousands of people, there's a listening. If it's one person, that's a personal listening. If it's a lot of people, it's a compound, a gestalt listening, which comprises all of the individual listenings.

Once you start asking yourself that question, the key question, what's the listening I'm speaking into? That is such a great habit to be in, just asking yourself that question all the time. Then you become immediately attuned to it and you're able to speak in a more appropriate way. I mean, to give you an example, I might be speaking to somebody who's elderly and who has a slow pace, somebody who speaks like this. If I'm speaking really quickly, that's my natural style, it's just going to pressure them. They're going to feel overwhelmed and assaulted almost.

If I am listening to the listening, if I'm asking myself what's the listening, I can slow down and I can speak in a much more appropriate, empathic, sensitive way, and I will get the ball over the net far more times if I'm doing that, than if I carry on in my natural style assuming everybody's like me.

[0:10:00.0] MB: That's a really interesting way to phrase it, what is the listening that you're speaking into. I've never quite thought of it that way, but it makes sense to contextualize all of your communication to whether you're addressing that one person and what are their proclivities and how do they listen, or whether you're addressing an audience of hundreds or thousands of people.

[0:10:21.6] JT: Definitely, because there are two components to communication out there. There’s the sending and there's the receiving. We do tend to focus rather a lot on the sending. I mean, to give you an idea, my TED Talk on speaking has been seen by I think five or six times as many people as my TED Talk on listening. Well, that says something doesn't it? We're very focused on sending and hearing and listening as a sense, a very underplayed compared to speaking. It's a natural thing, I suppose. We want to make a mark, or we have more control perhaps over what we direct out. Maybe it's seen as more of a statement of who we are.

Generally, I have found and I think it's true from history that the best speakers are also very good listeners, because they're listening to the listening. They're conscious of who it is they're speaking to. Therefore, they speak in a more effective and appropriate way.

[0:11:20.0] MB: Tell me a little bit more about that connection between listening and being a powerful speaker.

[0:11:28.1] JT: Well, I interviewed several people for the book and it was a consistent theme that if you want to be really powerful in speaking, it's not enough simply to send. That's a little bit like if you're playing tennis, just whacking the ball over the net without paying any attention to where the other player is. If you want to send, if you want to have a rally for example, a friendly rally, you want to hit the ball towards the person. If you want to win the point, you need to hit the ball away from the person. You need to know where they are. It's just the same in speaking.

It's not enough simply to whack the ball over the net. What you need to do is to make sure it gets received at the other side. That is very much about understanding who you're talking to, the culture, the age, the background. We have these filters that we listen through. Not only can you become sensitive of those filters in other people, you can become more sensitive of those filters in yourself, which allows you to start consciously playing with them. There are things I call listening positions, which are very powerful ways of doing that. They have metaphorical places to listen from many stances or ways of listening, if you like.

To give you a couple of examples and I do these things in workshops. I mean, this is a really good example of how powerful listening is in its effect on speaking. One scale of this would be critical to empathic. Critical listening is something that we use a great deal in business. It's very useful. It's assessing, analyzing, discarding, what's in it for me? Or do I agree with that? Or where is this going? Or can I get this conversation to move in that direction? There's this little voice in the head going all the time.

Well, that's fine for business, but it might not be appropriate when you go home and you're with your family. Unfortunately, many people get rather stuck in a listening position like that and it becomes their default modus operandi. Well, if you become conscious of your listening position, you can move it and you could say, “Well actually, perhaps I would be better off in this conversation, because somebody's upset in front of me,” rather than telling them, “You shouldn't be upset. This is not reasonable.” This is a small event. Don't worry about it. Actually what I could be doing is going, “I really understand how you're feeling,” and just being empathetic, empathic.

I do that exercise in classes from time to time. I get half the room to go out, each working in pairs. Half the room goes out. The ones behind, I brief them to listen critically at the beginning, which is to say marking the person out of 10 in how well they're doing this. It's a really hard critical listening. Then when I say change, they move into empathic listening, really seeking to feel the other person's feelings. Then I bring the other half in and tell them to persuade their listening partner to go to their favorite place in the world on holiday this year.

They're very passionate about it and they start talking. It's like pushing water uphill. It's walking into the wind. It's really hard speaking into that listening when somebody's just sitting there, stony-faced, mocking you. The moment I say change, the whole dynamic alters and the person speaking suddenly finds that the conversation is lubricated, it's easy, it flows, it's exciting. They're getting feedback in the style of the raster exercise I talk about in my TED Talk, where there's this feedback for this little noises, appreciative noises and they're being given – There's a feedback loop established where the listening is drawing them out. That's a great way of explaining the relationship.

Speaking and listening are in a circle and it's a dynamic circle. The way I speak affects the way you listen, the way you listen affects the way I speak and the way I speak affects the way you speak, and the way I listen affects the way you listen. Now if we're not conscious of that, then we're doing ourselves a disservice. That's at the root of many people's frustration where they say, “Nobody ever listens to me. Or my thoughts across, or I can't make the difference I make because people just – they talk over me.” A lot of the time, that's at the root of it, not listening to the listening.

[0:15:59.3] MB: Tell me a little bit more about how we can start to try on these new listening positions, or even if we're stuck in a particular listening position, how we can start to move out of that.

[0:16:11.2] JT: Well, the first access to it which is one of the exercises that we do in the course and I think it's in the book, the first access to it is to become conscious of your filters. It's actually to spend a bit of time thinking about what the filters are that you have in play. Those filters come from the language you speak, the culture you're born into. I don't mean that in the broadest sense. I mean, that all the way up from yes, possibly, your nationality, but right down to the street you live in, or the micro-culture of your family, or group, or your friends, or the community that you're born into. Those definitely affect your listening as you grow up.

Then you accrete values, attitudes, beliefs along the way from your parents, from teachers, from role models, from friends and you select some and you discard others. That's where your road to this conversation has been different from mine, Matt, because you have selected different ones to me. I have no doubt.

Then situationally, we have expectations perhaps going into a conversation or any situation. We might have intentions as well. We might have emotions going on. There are things that change. Your listening changes all the time. It's not only different from one person to the next, but for each person, it's different through the day.

I often get assigned this speaking slot after lunch, because they know I'm reasonably proficient at this. That's well-known in the speaking world as the graveyard slot, because just after lunch everybody's gut is working hard, lots of blood is going to the gut, everybody's feeling sleepy, less engaged. It really is quite hard work to speak in that slot. You have to again, know that’s the listening you’re speaking in to and adjust your energy level and the interest of what you're talking about and engage people that bit more, because otherwise, it can be pretty – a pretty hard slog to connect with people.

That is the first thing to do is to become conscious of your own listening filters. Then once you're conscious of the filters, you can be asking yourself, and a lot of this is simply about being a more aware human being. It's about awareness. It's about mindfulness. It's about consciousness of what am I doing right now? Going through life on autopilot automatically in a sleepwalking state, I think is a great shame, because there's so much to experience. That's part of the message I have about sound as well, because sound is so rich and fascinating and amazing. Most people pay very little attention to the sound around them. Architects certainly do in the designing spaces, where they just focused on how things look, not on how things sound. Hence, my TED Talk about designing with the ears, as well as the eyes.

I think there’s this is tremendous richness in becoming more conscious every moment. It's one of the reasons why I love speaking on stage, because I think when you're speaking on stage, you're very, very conscious of everything you're doing, at least if you take it seriously and you really work at it; how you're standing, the gestures you're making, the connection with the audience, the feedback from the audience. It's a time of great richness of consciousness and it's not a time to be half asleep at all, because there are hundreds of people looking at you. It's important. You have something to say. You have a gift to give them.

That's one of the reasons why I love that experience. I know that's different from many people who actually have a fear of standing up in front of people and talking. Well, for those people, practice makes perfect. There are cures for nervousness and so forth. It is an amazing experience if you want to become a more conscious human being.

[0:20:13.3] MB: It's amazing how important self-awareness is to underpinning consciousness and really giving you the ability to look at yourself and figure out, “Where am I struggling? What am I doing? What biases do I have? How am I acting and being?” In any situation, whether it's listening, or even throughout our lives. It's amazing. Self-awareness is such a critical skill, such an important tool for all of these things.

[0:20:42.0] JT: Rather rare, I think in the world. Unfortunately, we're seeing politics which really started on my side of the Atlantic and then went over to yours; politics of shouting, of polarization, of caricature. That's a long slippery slope. The media involved in this, is this merry dance of politicians speaking in sound bites, because they get interrupted so rapidly by aggressive attack journalists and the journalists getting more and more impatient, so we get this shorter and shorter attention span.

The old idea of rhetoric, or reasoned debate completely gone really. Now we're dealing with diplomacy in 90 characters or a 140 characters and it's all shouting, which is very sad. I mean, politicians go off and have talks. I wish they'd go off and have listens, because I think listening is the sound of democracy. For democracy to exist, we have to be able to live in civilized disagreement. There's a great quote by Barack Obama. He said, “I like to speak with people, especially when I disagree with them.” There aren't that many people who have that attitude.

I think the Internet and the way we now learn things is making this more extreme, because we don't browse. We don't go out there and examine all the possible arguments for a proposition. We go out there to seek justification for our point of view, to look for people who agree, “I knew I was right about this.” Unfortunately, you get people more and more entrenched, hence trolling and so forth. People, this is hatred. It comes from one of the two big things, which I talk about a great deal, which are two of the biggest holes in the bucket if you want to be really powerfully received by people.

There are two habits, which I think are massively destructive; first, looking good. We all like to look good. If you’re standing in front of a room full of people and your focus is on looking good, it's so shallow. People can tell. I've seen TED Talks where it's clear the person has been so rehearsed and is so mannerized that every gesture has been programmed and considered. It doesn't feel right. That's why I talk about the four keys of powerful speaking, which spell the word HAIL, honesty, authenticity, integrity and love. The authenticity is really important; just being yourself. I think that's a big part of the idea of public speaking.

The other really destructive habit I think, and that's the one I'm talking about when I'm talking about politics and polarization is being right. We are getting addicted to outrage. Outrage is very significant, because the easiest way for me to be right is to make somebody else wrong. If I engage in modern media a great deal, there’s a huge amount of making people wrong. Who's to blame? This is disgusting. This is disgraceful. This is outrageous. I am right. They are wrong.

Being right makes us feel better about ourselves, but unfortunately, it's such an adversarial way to be and there isn't. You can't be right all the time. In fact, if you want to be a learning conscious human being, it's very important to be able to say, “I'm wrong, or I don't know those rare words these days.” There's an awful lot of I know people. Have you met those? It's very difficult if you're around somebody who is professionally impossible to impress. “I know. I know. I know.” If you know everything, what are you going to learn? Not much.

Being right, looking good, those are two things to look out for. They give rise to what I talked about in the TED Talk, the seven deadly sins are speaking. It's all based on fear fundamentally. We are fearful entities. It's scary being a human being, many ways; worrying about what people might think of us, or I'll be doing the right thing, or which knife do I pick up, or how do I behave here, or how do I address this? There's a lot of scary stuff just in social interaction, let alone the millions and millions and millions of people in the world who are seriously scared, because they live in war zones, or they don't know where their next meal is coming from.

It is scary being a human being. I totally understand how looking good and being right make us feel better. I do think it's a big part of being a conscious human being to be aware of those drives and to resist them as far as possible, because they are not good for communication, they're not good for listening. Listening is the doorway to understanding and that is something we need a lot more of in the world today.

[0:25:33.3] MB: I couldn't agree more with both of those things. In many ways, those are two of the fundamental challenges that inspired me originally to create this podcast. There's so many people that are focused on being right, instead of trying to find out what's true. They're focused on looking good, instead of improving and learning, and many ways, echoes the classic fixed mindset from all of Carol Dweck's research. Those are such important challenges.

You bring up a tremendously valuable point, which is that they both of those things inhibit you from learning, they inhibit you from growing, they inhibit you from really understanding other people and being able to communicate with them.

[0:26:15.2] JT: Definitely. I mean, my whole purpose in life is to grow each day. As long as I can put my head on the pillow at night and say, “I learned something today, or I learned how to not to do something bad, or I learned how to say something better, or I had a new thought, or had an idea growing,” that is surely purpose. I think those two habits are enormously damaging to anybody who wants to grow.

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[0:28:11.6] MB: I want to change directions a little bit and talk about some of the other themes and strategies from your work that I think are really important and interesting. One of them is formulating ideas with clarity and power and getting them accepted. How do you think about crafting, especially in the context of what we were just talking about in the world where there's so much noise and so much shouting, how do you think about really powerfully communicating and developing ideas?

[0:28:43.8] JT: Well, there are systems for that of course. A lot of it is coming from the original question we talked about, what's the listening I'm speaking into? The first thing to consider is whom am I speaking to? What are their needs? Intention is very, very important in this. There are several intentions at play when you're speaking to anybody. There's my intention for this conversation. I need to be clear about that. There's their intention for the conversation and I don't know that. I have to guess it. There's my intention for them as well. What is it I want them to get out of this conversation? It's not all about what I want to get out of it.

I've got my intention for me, my intention for you or whoever I'm speaking to, and then I have to guess your intention for you. You may have an intention for me as well, but that's even harder to guess. That is the trick, because if you're guessing what the other person's intention is and if you're clear about your own intention, you can align. That really is where powerful communication comes from. It's consciously aligning.

I think you can make contracts with people. Matt, do you have five minutes I need to talk to you? Well, that's a contract. If you say yes, then I know I have got your attention. It's amazing how often we simply barge particularly an open-plan offices, how often we barge into people's spaces and start yammering away when it's really inappropriate. No wonder they don't listen. They're trying to do something else. We are an intrusion.

As Professor Jeremy Myerson said when I was doing a BBC radio documentary on open-plan offices called The Curse of Open-Plan he said, “There are no rules for this environment of open-plan. The postman doesn't come barging into your house and dump your mail on your living room floor, but that's how we behave in open-plan very often.” It's a Wild West environment. That intrusion I simply doesn't work. 

Obviously, you need to be clear about the content. I asked Chris Anderson actually, the head of TED. When I interviewed him for my book, I asked him whether he thought content or delivery was the more important aspect of being a really powerful communicator. He said, “Well, they're both important. If forced to choose, content is more important.” Because if somebody is saying something blindingly brilliant and they're not a very good speaker, you bear with them. If somebody is talking rapid nonsense and presenting it in a brilliant way, that's just irritating. It's a shame.

I think that's true. There are many ways of designing content. I'm a great fan of the old essayists, maxim say, say, say. Say what you're going to say. I have a contract with you Matt, do you have five minutes? What I'd like to talk to you about is this and I'm hoping that we can agree that. You know what the context is for the whole thing, so you're feeling comfortable. You might say, “No, I don't want to talk about that.” In which case, we don't waste our time.

Incidentally, that's a huge mistake that is made by probably billions of people worldwide in e-mail. They give you all the background first. Dear such-and-such, this happened, this happened, this happened. About 17 paragraphs down, you get to, “So, I'd to ask you for this.” That's wasted, because I haven't got there. I just switched off ages ago. You need to start the e-mail with, “This is an e-mail asking you for this. Here's the reason.” There's a context and I think that's a very important thing as part of the contract of communication.

That’s say, say what you're going to say, then you say it. Then at the end, you say what you said. To summarize, the word ‘so’ incidentally is very important. I put it into RASA, that receive, appreciate, summarize, ask. Summarize is so a little word which is really powerful. Summarizing is like closing doors in the long corridor of a conversation. What I've heard you say is this, is that. Right. Yeah. Or in a meeting. What we've all agreed is this. Now we can move on to that. If you don't have a so person in a meeting, it can be a very, very long meeting indeed, going around in circles.

I think say, say, say is one of the most effective ways of ensuring that you communicate well, with a contract with the person to listen and maybe give them a reason. I'd like to speak about this, because it's going to give you this or it'll give us this. There's a there's a benefit here to both of us. Obviously, self-obsessed prattling is not going to be the most powerful form of communication. If it's all about me and I simply want you to admire me, again, we're back to looking good, aren’t we? That's not a great place to generate from.

[0:33:45.5] MB: A number of really powerful strategies and frameworks. I really like the say, say, say framework. Tell me a little bit more about RASA and what that is again and how we can implement that.

[0:33:58.2] JT: Yes. It's a strategy more for listening in conversation, but it affects both sides of a conversation. The R is receive, and that is actually looking at somebody. It's amazing how much fur or partial listening we do in the modern world. We often have a device in our hand. We're tapping. “No, I am listening to you.” “No. You’re texting somebody. That's a different thing. It's not listening.”

Scott Peck, the American author said, “You cannot truly listen to another human being and do anything else at the same time.” I absolutely agree with that. Do you know? I think there are billions of people on this planet probably who've never had the experience of being truly listened to. Partially listened to when I'm cooking or when doing something. “Yeah, I'm listening to you.” The radio is on, or I'm thinking about something else, or whatever it may be.

True listening, the R is looking at somebody and doing nothing else. It's a form of meditation almost. Not preparing my next brilliant bit of dialogue, not thinking, not judging, assessing, all of that stuff, simply listening to the other person. That involves body language as well. Facing them. It's very often the case that you're talking to somebody and their feet are pointing out at the door, or they've got the hand on the door handle. It's not a great place to be. Or they're slumped over looking at the floor, or they're supporting their head. I mean, that's always a warning sign in talks, which fortunately, I haven't seen that much, but I mean, I've seen a bit of it.

If you're speaking to a group of people, if there's a lot of people supporting their heads, the eyes are starting to go, you know that you need to up the energy level. Maybe it's that graveyard slot. The R is very important. It's giving somebody a great gift to give them a 100% of your attention.

The A is appreciate. It's little noises like, “Oh, really.” If you're in front of them, raised eyebrows, nods, bobs of the head, gestures, little mirroring, gestures, which show that you're with them and which oil the conversation. The S as I've said is So, the word so. Summarizing, so that you close those doors and you move on down the corridor with them. The A is ask; ask questions before, during, after. It shows engagement and it allows you to tease things out and to help co-produce the conversation. “The aspect you've mentioned that I'm really interested in is this. Could you say more about that?” You can actually help to make the conversation more interesting and help the person to give you better value by steering it in the right direction.

It's a very daunting thing to talk to somebody who's sitting there in stony silence just staring at you and doesn't give you much feedback. That's RASA.

[0:36:47.6] MB: Perhaps I'm naturally biased in this direction being a podcast host, but to me, asking is such an important part of listening in any conversation. It's amazing how much you can learn if you really consciously listen and then ask the right questions.

[0:37:05.8] JT: Definitely. People love talking generally. People love talking about themselves or about what they're interested in. For those people who many people over the years have approached me and said, “People wouldn't listen to me. I can't get into conversation.” The best way to start is to ask. Ask interesting questions. “Really?” Show interest. “That's interesting. Tell me more.” Tell me more is a great first question, if you like. I mean, it's not really a question. It's an instruction, but it acts in the same way, doesn't it?

It's that drawing people out. Then they feel excited, like they've got a great listener and they're having fun and so forth. Then they're much more likely, even if they're not dedicated to conscious listening, they're much more likely to be receptive when you start to speak.

[0:37:50.1] MB: I want to come back to something you talked about much earlier, the blight of the open-plan office and the concept of, and I may mispronounce this, but biophilic generative sound. I don't know if that's exactly how you said it or not, but tell me a little bit more about that.

[0:38:06.7] JT: Spot on, Matt. Spot on. Biophilic means based around nature, so in the same way that people are bringing the outdoors, indoors in a lot of modern office design with plants and planted walls and that thing. It's good, because we like being surrounded by living things, by organic things, by nature. Pictures or projections of forests, or beaches or whatever, tend to make people feel good. In just the same way, you can do that with sound.

In fact, I think it's pretty weird to do it without sound. If you're having a forest, or a garden wall or something in an office, why not have some nature sound associated with it? It's biophilic sound. Biophilic sound largely in offices is based around water of various kinds. There are three key elements to biophilic sound, WWB. I call the wind, water and birds. All of them, things that people like a great deal. I'm not talking about the extreme varieties. This isn't arctic gales. It's not the cawing of crows. It's obviously the more pleasant and not a huge water, but trickling, babbling brooks, or gentle waterfalls.

There's a reason why people have water fountains installed in houses, in hot places, it's to listen to it. Because simply the sound of it – you don't dive into the fountain. It's quite nice to look at. The sound has an effect all the time. It's the sound of refreshment in hot countries, it's the sound of life apart from anything else. Get far from water, you're in big trouble.

The sound of water is a very important, pure, beautiful sound. We are what is it? 70% water, anyway. It's a key sound. Water transmits sound far better than air does incidentally, about twice as fast. We use water a great deal. Now there's been research done especially by Professor Hongisto in Finland on using biophilic sound, largely water sound, as a sound to mask conversation. It's quite effective.

Typically, if you want to create privacy, or privacy as you would say in an office, people will install artificial noise. I am not a big fan. Actually, the research is starting to back that up, that my instinctive feeling, it's not healthy. The filtered brown noise, or pink noise, or white noise, filtered noise of which I'm not a great fan. The thing, it's filtered brown noise, pink noise, white noise. It's [inaudible 0:40:44.9]. That sound gently delivered through ceiling loudspeakers all day. You cease to become aware of it and it does mask out conversation. It masks out unpleasant, or unwanted sound to a degree, but it's artificial. It's not pleasant.

The research is starting to show that it does fatigue people. It's like when the AC goes off at the end of the day in an office and everybody's shoulders go down, “Oh. I didn't even know that was on. Now I feel released from some prison or something.” Hongisto has shown that it's possible to use biophilic sound to improve privacy, to mask unwanted conversation and at the same time, that it's much more pleasant for people.

Incidentally before anybody asks, the old thing about running water making everybody want to go to the toilet is an old wives’ tale. It's not true. There's no scientific evidence for that, whatsoever. You don't have to go to the bathroom the moment you sit by a stream. We use that sound, birdsong, some tonal elements and we do it with a generative system. That is a system, it's algorithmic, it's a computer and it makes sound in real-time. It's not a recording. It's actually created in real-time, like a texture. It is like a river going past. Looks similar all the time, but it's never the same.

It mimics a lot of natural scenarios, which are probabilistic, stochastic. If you're in a forest, the birds don't all sing at once and then stay silent for half an hour. There's a random distribution and that's exactly the thing that we mimic. These are sounds that have been around for a lot longer than we have on this planet. My old friend Bernie Krause, one of the world's nature sound recordists talks about biophony, the sound of nature, and anthropophany, the sound of people, and geophony, the sound of the planet. We're talking about a combination of geophony and biophony and using that in a sophisticated, scientifically validated way to create environments in open-plan offices, which are health giving, as opposed to health damaging and which improve productivity, because they aid concentration in places where people find it very hard to concentrate.

We call it mood sonic. Now there's a website, moodsonic.com. We're just putting our first installation next month in a big office in the US, which we're very excited about. Seven floors of office. It'll be onward and upward from there. We've got lots and lots of big companies really excited about this. It's a big thing for us, this mood sonic. I really think it's going to make a big difference to millions of people.

[0:43:30.7] MB: It's so interesting. I'm a bit of an audiophile myself and always like to have some sound. Often, my wife makes fun of me, but I listen to essentially running water, bird sounds, nature sounds. I'll put on a YouTube video just on a second monitor that's just a stream running, or something like that. I love having those sounds in the background, so it's so fascinating that there's starting to be some research around that being really positive for people and having that in their environment.

[0:44:01.7] JT: Definitely. It's no surprise, because noise has been known for some years now to be the number one problem in open-plan offices. If you look at the Leesman index, or any of the any of the people who are assessing people's quality of life in in these environments, in which we spend huge parts of our lives. There are people who spend a third of their lives or even more in these environments. Well, the sound of the built up spaces that we've created is not great. That's what my TED Talk about Do Something With the Ears was all about. We spend the majority of our life indoors and yet, most of the rooms were in are designed without any heed to the way they sound at all. That's a really big issue. I think architects need to start listening a lot more than they have in the past.

Mood sonic should make a contribution, I think to standard offices. Incidentally, that's not the only thing we need to change. We need much more quiet working space in modern offices. We need to think about the new way of doing it, which is activity-based working, where you have different environments in the office building and you encourage people to move to the environment that facilitates the work they want to do, whether that's concentration, contemplation, communication, whatever it is, collaboration. Open-plans, fine if you're doing group work in collaborative way, but that poor person sitting the desk over there, while we're all shouting, is unable to think. That's where you need the differentiation.

[0:45:38.5] MB: Tell me a little bit more zooming out slightly about the broader importance of crafting our soundscapes, because it seems that's such an underutilized and misunderstood component of health and well-being and productivity.

[0:45:55.6] JT: Oh, absolutely. Sound affects us in these four powerful ways, that I defined in my original book Sound Business. I haven't had any reason to change and that was back in 2007, I think. Physiologically, sound changes heart rates, hormone secretions, body chemistry, brain waves, breathing. There are many rhythms in our body which are affected by the sound around us. It changes our feelings, our mood. Psychologically sound is changing us all the time; we know that music is the most obvious example. A lot of people find birdsong reassuring, because we've learned when the birds are singing things are normally safe.

The third way is cognitively, so you can't understand two people talking at the same time and that's what we've just been talking about in offices. You can't have somebody talking behind you and listen to the voice in your head when you're trying to write. It's very difficult. Then finally, behaviorally, which is that's the work we've done at The Sound Agency. A lot in retail is to create more pleasant retail environments sonically. I mean, it would obviously be stupid to have a shop or a shopping mall with a terrible smell in it. I mean, that’s dumb isn't it? It's amazing how many shops and shopping malls have got terrible sound, and it has exactly the same effect, which is we leave, or we leave faster than we would and we have a bad time and we're stressed and fatigued. It's just not intelligent design.

With all of that power, sound is affecting us all the time. This is where I come back all the time to listening consciously, because if I'm listening consciously and I'm aware of the effects that sound is having on me, then I can take responsibility for the sound I consume. More than that, I can take responsibility also for the sound I create. That's really where I would love everybody to get to, I mean, anybody listening to this. That's a tremendous place to be.

As a conscious listener, we are more responsible for what we're putting into the world, the sound we're making, whether it's speaking in a powerful way, or whether it's not upsetting people around us, by sodcasting with music, or with my sound, or whatever it might be. Even more importantly, I can take responsibility for the sound I consume. If I'm in some noise, I can move.

I talk about an MBA in dealing with sound. If it's nasty noise that you don't like particularly, the M is move. If you can't move and you're in an office or somewhere and you can't move, the B would be block, and that's put headphones on. Ideally if you're working, I wouldn't suggest playing music through headphones, because that's just replacing one distraction with another one. Music is very distracting. It’s very dense sound. Well, most of it is, unless it's specifically designed to be background.

Then if you can't block it, you haven't got headphones, or for whatever reason, the only thing left to do actually is a spiritual adjustment, which is to accept it. Because when you're in noise, a lot of the productivity loss comes from the anger. “I can't concentrate in this ridiculous scenario.” Well, if you actually say, “All right. I'm here. I'm just going to do my best.” The anger goes and suddenly, you're able to do far better than you would with all of that resistance going on. It's move, block, accept.

[0:49:16.1] MB: I love the analogy of smell. If you're in an office that had a horrible smell, or a store that has a terrible smell, something would be done immediately to fix it. Yet, we tolerate terrible sound escapes across our lives in many, many different areas.

[0:49:29.6] JT: True.

[0:49:30.4] MB: I'm curious, for listeners who want to take action on what we've talked about today, who want to concretely implement it in some way, what would one piece of homework, or action step be that you would give them to start taking action on these topics?

[0:49:44.4] JT: I think a couple of things. First of all, start asking that question what's the listening is. It's one of the most powerful questions I could have give anybody. If you get into the habit of asking that question, it can transform your communication skills. That's one thing. The other wonderful thing I would suggest everybody to do is after listening to this podcast, go and listen to somebody that you love and really listen to them. Look at them, don't do anything else. At the same time, give them your 100% attention, then you may find people going, “What are you doing?” Because they're not quite used to you being like that. It's an amazing gift to give. I do encourage people to give that gift and keep on giving that gift, because it really can transform things.

[0:50:31.1] MB: Where can listeners find you, your work, the course and everything that you're doing online?

[0:50:37.2] JT: Well, I have a website, juliantreasure.com. There’s a lot on there. You can get a little mini-course of video exercises in listening there. Absolutely free. You just put your e-mail address in and we send them to you. The course is at speaklistenbe.com. I think that's on a fairly big offer at the moment, so it's roughly half of the original price. It'd be quite a good time to go by this, www.speaklistenbe.com. That's nine chapters, seven and a half hours of content from me, a video and audio content. Lots and lots of downloadable exercises, everything I know pretty much about speaking and listening skills is in there.

The Sound Agency if anybody's interested in mood sonic, or design sound for business, that's www.thesoundagency.com.  Or there's also moodsonic.com now as well. Those are the four URLs. Do check them out and I’ll be delighted to hear from anybody.

[0:51:35.8] MB: I'm curious personally, is there any plan or opportunity for mood sonic and the soundscapes you're creating, especially I love the idea of them being algorithmically generated for people who may not be in an office space, or want to listen to those on the go, is that available to listen anywhere?

[0:51:53.4] JT: Not yet, Matt. I would say with the emphasis on the yet. We've got very, very exciting plans. The technology we've developed for these generative soundscapes is world-leading and we're moving it on a pace this year. We've got a really significant development budget on it. We're looking at this sound becoming intelligent, responsive, even artificially intelligent. We're very, very excited about that. One of the obvious spin-offs of that would be to deliver it through some app, so that people can access generative sound of this kind through a device and have it in their home.

I love the idea of a baby cries and automatically, a lullaby or some soothing sound comes on through a nearby loudspeaker. That responsiveness and design of appropriate sound is where we're heading and we're very excited to be on that journey.

[0:52:43.2] MB: Well, you've got at least one person here who's very interested in that. Either way Julian, thank you so much for coming on the show, for sharing all this knowledge. It was great to have you back on the Science of Success.

[0:52:54.3] JT: Thanks, Matt. Thanks for having me. I hope this has given some benefit to some people and we got some more listening out there in the world. Thanks so much.

[0:53:02.7] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Thanks again, and we'll see you on the next episode of the Science of Success.

January 23, 2020 /Lace Gilger
Influence & Communication
Dee Ann Turner-02.png

How To Build a Remarkable Company Culture with Dee Ann Turner

January 21, 2020 by Lace Gilger in Career Development, Influence & Communication

In this business-focused episode of the Science of Success we share how to recruit extraordinary talent and build a remarkable culture for your business with our guest Dee Ann Turner.

Dee Ann Turner is a Communicator, Consultant, and Coach. She was Chick-fil-A’s first female officer and was instrumental in building and growing their well-known culture and talent systems for 33 years. She is also the author of the best-selling It’s My Pleasure: The Impact of Extraordinary Talent and a Compelling Culture and most recently Bet on Talent: How to Create a Remarkable Culture That Wins the Hearts of Customers.

    • What are the building blocks of a remarkable company culture?

    • The most important element of a remarkable culture is a MEANINGFUL purpose

      • Why does your organization exist?

      • It’s not just about a business. It could be a sports team, an educational institution, a non profit, or even a family

    •  “I’m not in the chicken business, I’m in the people business."

    • A purpose isn’t very meaningful if it doesn’t have any actionable results.

    • The second most important part of a company culture is a challenging mission.

    • The third most important thing to a powerful culture are “demonstrated core values” - the behaviors that exhibit the corporate purpose.

    •  Why do so many companies fail to live and demonstrate their core values? If your core values aren’t demonstrated, they don’t mean very much.

    •  How do you discover your organization’s purpose?

      • Ask why. Dig in. Figure out WHY you’re doing what you’re doing.

      • Figure out what sticks.

      • Sometimes it takes years or even decades of trial and error.

    • Purpose first, then core values, then mission.

    • Why do so many companies and organizations struggle to actually live and implement their core values?

    • You have to nurture your culture every day. You have to be principle driven above all else. Truly great organizations are willing, no matter what the price, to stick with their principles.

    • When building your culture - should you focus on rules or principles? What’s the difference and why does it matter?

    • When you have a great experience at a business - was that organization “rules-based” or “principles-based?"

    • Focusing on rules creates a toxic culture. Focusing on principles creates a strong culture.

    • Select talent that can thrive under a set of principles. Select people with good judgment who know how to apply a principle. Selecting people who can only follow rules won’t thrive in that kind of environment.

    • What’s more important, culture or talent?

      • If you don’t have a real foundation of principles and core values, then you won’t recruit there right kind of talent.

      • You won’t attract and keep extraordinary talent without a strong culture.

      • It takes extraordinary talent to execute a strong culture.

    • “We select talent, we don’t hire people."

    • Remarkable Culture + Extraordinary Talent + Amazing Customer Experiences

    • How do you actually LIVE and DEMONSTRATE your CORE VALUES?

    • Leaders have to live out the values or NO ONE else will.

    • Criterion for selecting talent

      • Character first

      • Then competency and ability to execute

      • Then chemistry that matches the team

    • Your culture is made up of the conglomeration of the character of everyone in the organization.

    • How do you select and recruit the most talented people for the job? How do you compete in a full-employment economy?

    • The organizations that win over the talent in the toughest economies are the organizations that nurture and grow their culture and make themselves a place where people want to work.

    • Take a more long term view of attracting talent. Stay the course, invest in your people, and make your culture and company a place that people want to stay.

    • Know your people individually and tailor what you do

    • The concept of “truth-telling” and why its important when you’re stewarding talent

    • The difference between being nice and being kind. Care more about the person you’re helping than about what they think about you.

    • When you tell your employees the truth, they can self manage and it makes the leader’s job much easier. The employee respects the leader more for telling the truth.

    • The difference between having an abundance mentality and a scarcity mentality - and how to use that distinction to become a better manager and leader.

    • Try to accomplish things one small bite at a time.

    • Homework: Start with your WHY. That informs everything else that you do. What will your business do? What will it be about?

    • What should you do in a toxic culture? Start with yourself. Start with where you have influence.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Dee Ann’s website

  • Dee Ann’s LinkedIn, Twitter, Facebook, and Instagram

Media

  • Article Directory on Fox Business and Global Leadership Network

  • Choice PR - Dee Ann Turner media coverage directory

  • The Human Capital Group - “Transformational Leadership Talks Dee Ann Turner, Author & Former Talent Architect at Chick-fil-A” by David Alexander

  • Yahoo Finance - “Dee Ann Turner: Is your workplace toxic? How well-intentioned rules can reduce employee motivation and kill productivity” by Dee Ann Turner

  • Modern Restaurant Management - “MRM Talking With: Author, Leadership Coach and Chick-fil-A Veteran Dee Ann Turner” By MRM Staff

  • Threewill - “10 Takeaways from It’s My Pleasure by Dee Ann Turner of Chick-fil-A” by Danny Ryan

  • [Podcast] Thinking Like A Boss - Episode #48: Dee Ann Turner

  • [Podcast] Gut + Science - 022 – Going the Second Mile For Your Culture | Dee Ann Turner

  • [Podcast] Future-Proof - 70. The Culture Key: Bet on Talent | with Dee Ann Turner

  • [Podcast] Dose of Leadership - 249 – Dee Ann Turner: Vice President, Human Resources at Chick-fil-A, Inc.

  • [Podcast] The Carey Nieuwhof Leadership Podcast - CNLP 294: Dee Ann Turner on How Chick-fil-A Created Amazing Customer Service and Created a Culture That Replicated It Among Tens of Thousands of Employees and Customers

  • [Podcast] Jenni Catron Leadership Podcast - JCLP Featuring Dee Ann Turner

Videos

  • Elevate Publishing - Dee Ann Turner Interview with Fox & Friends

  • Dee Ann Turner’s YouTube Channel

    • Dee Ann Turner Speaking at Propel Lead, May 2017

  • Dee Ann Turner - [OFFICIAL TRAILER] It's My Pleasure

  • Books A Million - Bet on Talent by Dee Ann Turner

  • Cheddar - Former Chick-Fil-A VP on Creating a Strong Workplace Culture

  • Brandon Smith - Top Tips for Building an Awesome Company Culture with Dee Ann Turner of Chick-fil-A

  • WLMB-TV 40 - What Should Businesses Do to Win Their Customers? | Dee Ann Turner | Main Street

  • Dr. Jason Brooks - Dee Ann Turner joins Dr. Jason Brooks Leadership Podcast

Books

  • Bet on Talent: How to Create a Remarkable Culture That Wins the Hearts of Customers  by Dee Ann Turner and Patrick Lencioni

  • It's My Pleasure: The Impact of Extraordinary Talent and a Compelling Culture  by Dee Ann Turner

  • The Dream Manager by Matthew Kelly and Patrick Lencioni

  • Crucial Conversations: Tools for Talking When Stakes Are High by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler

  • Start with Why: How Great Leaders Inspire Everyone to Take Action by Simon Sinek

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[00:00:11] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet with more than 5 million downloads and listeners in over a hundred countries.

In this business-focused episode of the Science of Success, we share how to recruit extraordinary talent and build a remarkable culture for your business with our guest Dee Ann Turner. 

Are you a fan of the show and have you been enjoying the content that we’ve put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on their along with a really great free course that we put a ton of time into called How to Create Time for What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That successpodcast.com, or if you're on your phone right now, all you have to do is text the word “smarter”. That's S-M-A-R-T-E-R to the number 44222. 

In our previous episode we looked at what happens when you peer into the dark underbelly of the human psyche? How should you react when we uncovered the raw truth of human nature, emotion, sexuality and racism? We explored all of this and much more in a fascinating interview with our previous guest, Dr. Seth Stephens-Davidowitz. 

Now, for our interview with Dee Ann.

[00:01:40] MB: Today, we have another exciting guest on the show, Dee Ann Turner. Dee Ann is a communicator consultant and coach. She was Chick-fil-A's first female officer and was instrumental in building and growing their well-known culture and talent systems for more than 33 years. She's also the author of the best-selling It's My Pleasure: The Impact of Extraordinary Talent and a Compelling Culture, and most recently her book Bet on Talent: How to Create a Remarkable Culture That Wins the Hearts of Customers. 

Dee Ann, welcome to the Science of Success.

[00:02:11] DAT: Thank so much, Matt. It’s my pleasure to be here. 

[00:02:14] MB: Well, I'm really excited to have you on the show today, the success story of Chick-fil-A and especially the talent and human capital-focused components of the Chick-fil-A business model are in the restaurant industry especially clearly a standout leader. It's such a remarkable organization. I’d love to start with the overall question or idea of culture and both how you think about what really helps build a remarkable company culture and what’s some of those building blocks were at Chick-fil-A.

[00:02:50] DAT: Sure will. The most important elements of remarkable culture to me are three things. The first one is a meaningful purpose. It’s why an organization exists at all. It’s not just about a business. It can be about a sports team, or a club, or even a family. It’s like why are we here at all? What is our very purpose for being?

I learned this really from Truett Cathy, the founder of Chik-fil-A when he started his business in 1946. He didn’t have a written purpose, but there was no doubt that his focus was on impacting the lives of others just by his actions, and you can go back and look at the history of the things that he did for other people using his small, little tiny business in Hapevilla, Georgia as a platform, an opportunity to do those things for people. He said, “Hey, I'm not in the restaurant business. I'm in the people business.” 

He carried that forward through the history of the organization to starting Chick-fil-A in 1967 with its first restaurant. Then he got to 1982, and for those people who are around in 1982, there is a major recession at that time. For the first time ever going from ‘46 to ’82, she had never experienced a slump in sales, but he had one that year. Chick-fil-A had a slump in sales, and on top of that he had built a brand-new corporate headquarters south of Atlanta. 

Here's a man whose business is declining and he’s deeply in debt, and we know what businesses do when that happens, right? They tend to cut their budgets and might lay people off. But in my head, they’re forward-thinking enough they might have a contest, “How can we get people to sell more?” But he was faced with those challenges. He took his executive committee on to a three-day retreat. The first half day, they talked about budget cutting and all of what that would mean and what they needed to do. But right in the middle of that first day, one of those executives asked a very poignant question. He said, “Why are we here at all?” For the next two and a half days, Chick-fil-A spent that time talking about the answer to that question. 

Well, after the retreat, they came back and they presented the answer to the staff as their corporate purpose, which is this; to glorify God by being a faithful steward of all that's entrusted to us with a positive influence on all who come in contact with Chik-fil-A. 

Without purposely minding the staff, by the way, they loved it. They carved it in bronze. Stuck it on a slab of granite and put it at the front door, because they wanted everybody who came to work each day to understand that they truly weren’t in the chicken business or the restaurant business. They were in the people business, and this was the purpose and the reason for being of why they do their work. 

Purpose isn’t very meaningful if it doesn't have actionable results, this was pretty incredible. Once Chick-fil-A decided their purpose, that was in 1982. Well, it's 2019 and Chick-fil-A’s never had another slump in sales since then. On top of that, they became debt-free in 2012. The thing that I loved and enjoyed about being a leader in the HR talent space at Chick-fil-A was that over the last 30 years or so, Chick-fil-A enjoyed a 95% retention rate of their stuff and 95% retention rate of franchisees, and those franchisees have won the absolute lowest turnover rates in the industry. 

It really makes a difference not only to know your purpose and to write it down, but when you continue to live it out and in every decision you make it becomes a filter, then when that happens, it really helps to solidify that culture. 

The second element of remarkable culture to me is a challenging mission, something that the entire team just rallies around to accomplish. I’ve lots of stories in different organizations with challenging missions, but when I think of a challenging mission, I think of a group of people that are all rowing in the same direction, if you can imagine, to achieve a really big goal. 

Then thirdly, what's important for a remarkable culture is demonstrated core volumes. These are the beliefs that an organization and their leadership hold most dear and decide that they’re going to be the behaviors that really exhibit the corporate purpose, and they adapt those. Most importantly – This is really important, because a lot of organizations go to so much trouble to establish a list of core values, and they brand them, and they post them on walls, and they stencil them into the walls and they put them all over the place and on the website, but they don't demonstrate them. Unless core values are demonstrated beginning at the very top and throughout the organization, then they don't really mean a whole lot. 

For me what I had found is not only in my experience with Chick-fil-A. I certainly learned a lot of that [inaudible 00:07:43] in my experience there, but also working with other organizations. Again, sports teams, and churches, and nonprofits, and all kinds of organizations. Then they take these three elements in they really integrate it into their organization, that's what helps them create a remarkable culture. 

[00:08:02] MB: There's a number of things that I want to explore more deeply. Let’s start back with purpose. How does a company or any organization go about finding their purpose?

[00:08:15] DAT: I think that you have to ask a lot of wild questions. Now, it just so happen the example I gave you with Chick-fil-A, they went off to a retreat and they figured out their purpose in 3 days. In a lot of organizations, they want so quickly to check the box. Let’s bring in the consultant, have them facilitate the meeting. When we leave here, let’s know our purpose, our mission and our core values.

 

Well, most really great organizations, it doesn’t happen that way. You start by asking those "why" questions. Why are we here? Why do we exist? What do we want to be known for? What's bigger than ourselves? I mean, I could not work for an organization for 33 years if it was all about just some chicken. It’s a wonderful profit, but not enough to motivate me. For me, it was about that purpose. It was understanding that the money that this organization made that I help them make went to building schools all over the world, drilling wells for clean drinking water in remote parts the world, feeding the hungry right here in this country, and I could go on and on and on, but that’s what motivated me in my purpose. 

First of all, you have to be very thoughtful about it. Secondly, you have to see if it sticks. Are we really able to live this out and to revisit it again and again and again? Some of the stories I would tell you at Chick-fil-A’s example, lots of other organizations living there purpose out. It was decades of trial and error and being sure we’re on track and going back to that purpose every time you have a significant decision to make or if you had a crisis or whatever it is to go back and go, “Okay. This is the reason we exist.” I think, too often, people think it's about the words. It's not about the words. It’s about the actions that demonstrate the words and the purpose.

[00:10:00] MB: That's a really powerful point. It's all about the actions. Once we’ve discovered our purpose, how do we start to actually put that into action? 

[00:10:09] DAT: I really think that’s where the core values come into play, because core values really demonstrate that behaviors that back that up. UST used Chick-fil-A as example, and actually all of those that I described in their remarkable culture, it developed over years and years. The purpose came first. The core values came next, and then the mission for this organization and their culture. 

The core values were words that really was what Truitt demonstrated in the business, which was excellence, excellence in product and service and experiences. Loyalty, loyalty to customers, loyalty to the employees, loyalty to the brand. Integrity, always doing what you say you'll do when you say you'll do it. How you say you’ll do it. Then lastly, generosity. Truitt set the example of being generous with not just his treasure, but also with this time and talent as well. 

The values really reflected who he was as a person and begin to integrate into the organization. Well, after Truitt's passing in 2014, we looked at those values again and said, “Okay. Where were you as an organization?” The populace doesn't change. Rarely would a purpose every change for an organization is its lifetime. That didn't change, but it was like in this day, with this employees, with this leadership team, with these board of directors, with this CEO in present, who we both knew at the time that Truitt died, where are we now with our values? 

If I describe them, they’re basically the same thing, but they’re described a little differently and they hit the nail on the head, which is we’re here to serve. We’re better together. We’re purpose-driven, and we pursue what's next. It was a nod to thee, and all those things were things that Truitt was as well, but it is a nod to service, and the teamwork, and to our purpose, and to pursuing innovation. It fit where the organization was at that time. 

Developing core values for the season that an organization in is really, really important. Again, it gives a guidebook, if you will, to how you're going to make decisions and then also to what's expected of the people in the organization to demonstrate. It becomes part of your talent systems. If you want to be an organization for people who are here to serve better together purpose-driven and pursue what's next, then you have to look at who you recruit, how you select them, how you promote them, how you grow and develop them, all of those things so that the core values [inaudible 00:12:38].

[00:12:40] MB: Why do you think so many people and organizations create these core values and platitudes in plaster them on the wall and yet it doesn't actually seep into their culture. It doesn't actually create anything, and they end up being another generic bland company.

[00:13:02] DAT: Well, I think it's because we start out with good ideas of what we’d love to be, but when things get stressful, when the market gets tight, when sales drop, when customers go away, when it's hard to find talent or we have too much. Whatever all those stresses are, it's easy first just to fall back in survival mode. Survival mode is how can we squeeze out the next dollar, or how can we get a warm body into a role that we need to fill quickly rather than the thoughtfulness and care that needs to go into if you’re really serious about your culture. You have to nurture it every day. You have to be principle-driven above all else. 

If you're not, then it is just so much easier under stress to drop back into survival mode. I think that's the difference between those generic brands and truly great organizations with remarkable cultures is they’re willing no matter what the price to stick with their principles and their culture and nourish it rather than just slip back into rules and an environment where you’re just trying to survive. 

[00:14:15] MB: That's really interesting insight and touches on another concept that I thought was really interesting, which is this notion of the difference between a rule and a principal. Tell me more about that. 

[00:14:27] DAT: Yeah. That was a big insight that I had between it’s [inaudible 00:14:31] talent was just really noticing that. I came to notice it from a customer perspective. I would go places and I would have these amazing experiences. I think about Publix Super Markets. That would be one of the brands where just great customer service experience. Then I would go other places and it would be horrible, and it became a thing with my husband and I. We’d walk into a place, we’d have experience. It’s like, “Was that a principles-driven organization or a rules-based?” based on the experience that we had. 

What a rules-based culture creates is a toxic culture. When people are just given a set of rules that they must comply to and/or else be fired and keep your head down, stay out of trouble and just follow these rules, it creates a toxic culture. When people are given principles to abide by and the freedom to apply those principles, then they are much more likely to provide excellent customer service, create a remarkable culture for both the employees and the customer. 

Let me give you an example. I went to work right out of college for a brief time for an organization that’s now defunct, which is because they have toxic culture, which is probably why they’re not in business, but there a rule for everything. If I was 30 seconds late for my 30-minute lunch break, I was not paid for those 30 seconds. The rules range from all kinds of things, but possibly the most absurd was that every day after lunch the boss, the owner of the company, took a nap. I’m not talking about a power nap, 10 minutes like we talked about. I’m talking about full-fledged on snoring two-hour nap. He left really strict instructions that he wasn't to be disturbed under any circumstances, whatsoever. 

Here I am, a young 20, 21-year-old, I filled in at the receptionist’s desk during lunch. The suited men with earpieces in their ears walk into the office, and they come to the receptionist’s desk and they asked to see my boss. My response is, “I’m sorry. He’s unavailable.” Well, they pull out their badges and they said, “Let's make them available.” Here I am, this 20-year-old that’s so full of this rules-focused toxic culture that I am more concerned about waking up my snoring boss than I am obstructing federal armed agents at that time, and it’s because of this rules-based culture that was just ground into me. 

Then of course I went to work for another family-owned business that was just the opposite. It was all about principles, and here’s one of the ways they made that successful. They selected talent that could thrive with a set of principles. I remember early on in my career and the president of the company constantly reminding me that we select people with good judgment. We have to select people that has the judgment to know how to apply a principal, otherwise if you select people that are just used to performing in their stack of rules, then they can’t thrive in an environment like that. If you don't select people that are excited about or a working environment with principles, then they'll quickly become frustrated with that. That's a very important differentiation. 

Now, you have to have some rules. I mean, I was involved in restaurant business. You better believe strong food safety rules exist there, and you have to have a very strong line of some of those things if you’re an accountant. You’re likely practicing generally accepted accounting practices. There are all kinds of rules that you have to have around security and safety and strong business practices. But when the rules overshadow the principles and people can’t collaborate, all they do is follow the rules. They forget while they’re there at all, which is to serve the customer. 

I think one of the great things that Chick-fil-A did was free up Chick-fil-A team members to go above and beyond customer expectations, and they did this through an initiative a number of years ago what was happening much like today, but back then there were other brands that were copying the Chick-fil-A signature product, the Chick-fil-A sandwich. 

You might not know this, Matt, but actually Truitt Kathy, invented the chicken sandwich. It was the first. Other people were trying to copy that product. Early on, there were just burgers and Chick-fil-A. There was a lot of competition. The question became, “Well, how will Chick-fil-A differentiate themselves?” What they decided to do was to focus on the customer service experience in addition on the excellent products. The principal that came about was make second mile service second nature.

What that meant was go beyond the 1st mile of just getting the order right and being friendly and serving it in a timely manner and exceed the customer's expectations. Well, I won’t go into all the details in the short-term we had, and I actually write about a lot of it had been on talent. But the team members started being freed up. 

The franchisees freed them up to apply this principle, and they started doing some pretty amazing things for customers like changing tires and jumping up dead batteries in the parking lot to all kinds of ways to serve the customer. They had figured out how to go above and beyond. Quickly, that's really where Chick-fil-A became known for. Not just a great chicken sandwich, but for this customer service that people could expect when they come there and just to feel so appreciated and honored that they chose to spend their money there. 

[00:20:00] MB: You made a really interesting point a minute ago around hiring the right talent that can thrive with principles instead of rules. How much of the success of Chick-fil-A, and more broadly when you look at remarkable cultures, how much of that success is a result of the principles and the core values and so forth and how much a result is of finding the right people?

[00:20:26] DAT: Well, actually, I think if you’re going to win the hearts of customers, they’re both equally as important. If you don't have a foundation of a remarkable culture with these kind of values and purpose and mission, then you’re probably not able to attract the kind of talent that can execute that culture. 

Now, one thing you said is hire, and I'm really careful in my belief is that we select talent. We don't hire people. When we hire people, we’re just thinking about quantity. Do I have enough people to get in there filling shift? Do I have enough people to work in the dining room? Do I have enough people prepared in the back? Do I you have enough people out on the sales floor? 

But when we’re thinking about selecting talent, we’re thinking about, “Do I have people with the capabilities and the skills to do exactly what needs to be done?” That's just a little nuance that I think about the difference, but those things are equally as important. You’re probably not going to attract extraordinary talent and keep them if you don't have a strong culture. 

On the other hand, it takes that extraordinary talent to execute that culture. They really go hand-in-hand, and if an organization – I’ve seen this time and time again, they can put both of those things in place. Then on top that, teach these kind of principles that we talk about, whether it’s in Chick-fil-A’s case, it was make second mile second nature or treat everyone with honor, dignity and respect, or even the language of when a guest says thank you, we say my pleasure. 

All of those types of principles when applied is what wins the hearts of customers. That’s really my formula through the whole thing, it’s a remarkable cultural, plus extraordinary talent, plus amazing customer experiences. We put all that together and you consistently perform it again and again and again, that’s how you become legendary in winning the hearts of customers.

It sounds simple, but don't forget, it took me about 50,000 words and 50 years to make that happen in Chick-fil-A’s case to become the best in customer service in America. It's not simple. It takes diligence, and anybody who's looking for the quick fix is probably not going to find or be able to accomplish that. 

[00:22:47] MB: Yeah. It’s certainly not easy to implement that. The principles make a lot of sense. I want to dig into recruiting talent, but before we do, one last question I may have asked a form of this already, but I really want to dig into it. How do you, from a leadership standpoint at the top levels of a company, how do you think about actually demonstrating the core values and embedding them into your actions as opposed to just having them be these nebulous things on the wall?

[00:23:22] DAT: Yeah. I’ll take that question and to speak from my own personal experience. I failed as often as anybody. People aren’t perfect of being able to demonstrate this every single time. But if I take the core value of I'm here to serve, I love this part about working at Chick-fil-A, is really in terms of job title, the higher up your job title was, and I'm even struggling to use those words in that way, the more you were expected to serve. 

Sometimes it's the flip of that in other organizations. One of the wonderful things about Chick-fil-A is that everybody was there to serve somebody. Obviously, if you were a team member, you were serving customers. If you are Chick-fil-A franchisee, you were serving your team members who serve the customer and serving the customers. If you’re a Chick-fil-A staff member, your role is to serve the people who were serving the customers. 

Very ingrained, and so it’s little things that that even plays out to be walking in a Chick-fil-A parking lot and see trash that a customer had discarded on the ground and to pick that up for the operator. I might be going in just to visit the operator, and today as a customer. I’m not employed by Chick-fil-A anymore, but even as a customer, because I'm so proud of that brand. If I see trash in the parking lot, that's helping, that's serving that operator in his or her team members for me to go by and pick up that trash.

It's always the filter. When I lead a team of people, how am I going to serve them? I’ll go way back early in my career when I didn't do this well and tell you a story. Years and years ago, I mean, when I was really first setting out in leadership. I was not leaving the function at that time, but I was a leader in the department. Another leader in the department and I were responsible for a development day for our department. That development day happened. It involved us going to a ropes course. The physical activity before lunch that day was very, very high. 

After doing all that, you're really hungry. Well, we had not ordered enough food for the whole team. We were short by two lunches. Guess he didn't get to eat lunch? Because we were the leaders. The way I didn’t handle it, yeah, I didn't eat lunch, but I wasn't very nice about it. I look back and I pouted about it. I remember it. I was young. I was in my 20s. But I remember being so – And probably because I was hungry is the real reason, but I just remembered that I didn't handle that very well and hopefully over the years I did a much better job of putting my team first after that learning experience that I had. But leaders have to live them out or nobody else will. 

In my own leadership, recognize that whether it was serving other people, whether it was demonstrating teamwork, my leaders weren’t going to work together as a team if I wasn't working well with my peers, the other officers in the organization. My team wasn’t going to be purpose-driven if I didn't constantly live that out myself. If they could look at me and say, “Well, she’s not living out the purpose, or she's not focused on our purpose as a function and she's not supporting that,” then they’re not going to live that out either. I can’t expect them to be innovative and pursue what's next if they don't see me constantly reading and learning about trends and expressing to them what I am learning about the direction we might go in the future. Then they are not going to follow that either. 

It is extraordinarily important. If you want to integrate values into your organization, then leaders, they have to embrace those and they have to very intentionally, but authentically, demonstrate that on a daily basis. 

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[00:28:40] MB: I want to pivot into talent. We’ve talked a lot about culture. Tell me about Chick-fil-A’s talent strategy and the biggest lessons that you pulled from that. You brought up something earlier that was a really interesting stat and people who aren't familiar with the restaurant industry may not even understand the importance of this, but you said earlier that you have a 95% retention rate at Chick-fil-A, and in the industry, that is one of the most high turnover industries that exists. I don't know off the top of my head. 

You may know what the turnover rate in the restaurant industry is, but it's staggering to have that kind of employee retention, Chick-fil-A is known in the restaurant space as being one of the most legendary experts for building talented people and having an incredibly talented organization. I want to hear about the talent strategy and the talent lessons that you pulled from building that at Chick-fil-A for so many years.

[00:29:38] DAT: Sure. Well, and I will talk about my viewpoint about this, because of course I’ve been gone from Chick-fil-A for about 18 months, and then my last assignment at Chick-fil-A was leading sustainability. It's been a number of years since I've actually – At least five years since I've touched the talent strategy at Chick-fil-A. But I'll tell you what I did for three decades there and what my focus was. 

First of all, my criteria for selecting talent is the same now as it was then, which is to focus on three Cs; Character first, then competency and chemistry. So let me explain. I was looking for candidates whose character match that of the organization. How do I do that? Well, we go back to – Not to beat a dead horse, but back to the culture, that your culture is made up of a conglomeration of the character of all the individuals in the organization. 

I'm looking for people. Their individual purpose and values and mission don't necessarily directly align to the company, but they’re within that sphere of they buy into, “Okay. I want to be – In this case, I want to be a positive influence on others. I can be a good steward of time, talent and treasure that’s allocated to me. Yeah, I believe in these core values. I can support this mission, this goal you all are trying to achieve.” That’s how you’re aligned on character. Very important. Character that matches the organization. 

Secondly, competency. That's a no-brainer. But very specific about competency, is competency that matches the role. Then for me, if I’m leaning in an organization that you're trying to retain talent for the long-term and grow from within, then I’m also looking for people who have the potential for jobs in the future some of which haven’t even been created yet. I'm looking for more than just competency of the current role, but I'm looking long term if I have competing candidates, which I must always did. I'm going to go with that candidate that not only it fits the current role, but I can see what their potential is for the future. 

Then, lastly, chemistry that matches the team. What I'm looking for there is not that everybody thinks alike, but yet people can bring their differences and know how to influence others on the team to think differently. That’s that whole idea of teamwork. In my case, it might be the team on which they're going to work. It might be if it’s franchisee, the market in which they're going to lead a restaurant, or it might be a consultant that's going to work with a group of operators. How does their chemistry match and can they complement that whole team by what they bring to the table? Those were always the three criteria that I was looking for in candidates as I went about selection there and still what I advise my clients now. 

[00:32:33] MB: How do you think about how finding of pool of potential candidates with an organization like Chick-fil-A? You have such a tremendous base of potential people to select from. It's easier to figure out the character and the competency and so forth that you're looking for. For someone who maybe doesn't have such a massive pool of candidates, what advice or strategies or recommendations would you have for them?

[00:32:58] DAT: I think it’s still the same concept for people. I actually go back to what I tell people. Let’s just talk about this current situation we’re in and have been for several years now. We’re in a full-employment economy. Great news for our economy, but really tough on employers. I know your listeners are primarily younger listeners, so I'll share this with you. 

Over the course of my career I've seen this cycle happened three times that we had this full employment economy. It was hard to get anybody at any level, but especially hourly employees that are working in retail and restaurants and just starting out. I will say it's been the worst that I've seen it and there’s three cycles. 

Now, unfortunately, eventually what will happen is the economy will change and the situation will change. Sometimes we’re in the midst of it, all we can do is survive. We just have to do the best we can, employ the principles that we can and do the best we can. But we need to be building for the future, because if I saw it three times in just a little over three decades, it's going to happen again. When it happens, the organizations are going to win over the talent and get the best candidates are the ones that used that season to grow, nurture and strengthen their culture and their leadership to be a place where people want to come and work. 

I've noticed this even in this time and place, I was working with a client this year and the work that they do is provide food service for primarily elementary schools. It that may be K through 12. I'm thinking it was just elementary schools. Basically, the school cafeteria workers, and that seems like that would be really hard in an economy like this to track great talent. But one of the leaders in this organization that had a district, she still had people – Other people couldn't find people. She had people waiting in line to work for her, and it was because of her reputation for the culture of what a great place it was to work and what a great person that she was to work for. 

That's where I encourage people to do in these times of difficulty now, and I’ve observed this too for years and years and years in Chick-fil-A operators. By the way, I use the word operator and franchisee interchangeably. But most franchisees that are able to ride out a season like this where it’s hard to find people, the ones who have invested in the culture of their business and continually invest in growing the talent and have created the reputation for doing so. Even in a time like this, they still can find great talent because they have a long-term view of talent attraction. It doesn’t change depending on the business cycles or the employment cycles. They’re staying the course throughout every season of their business. 

[00:35:54] MB: That's a great piece of advice to invest in your people and invest in your culture and make that a core component of attracting talent to your business. How do you sustain or steward the talent that you’ve recruited and help them mature and grow and thrive within the organization?

[00:36:18] DAT: Well, there are so many ways to do that. Some of the leaders that I’ve seen that do this best is – I mean, I think you need some of those generic systems. You need development. Everybody has a development plan. Some of those generic systems are great, but the people that I’ve seen do this and even the smaller retailers and the one shop businesses, is that they understand what the dreams are of their employees and they tailor it to what that person is trying to achieve. 

One of my favorite books is The Dream Manager by Matthew Kelly. I hope I have that right. The Dream Maker or The Dream Manager. He talks about individually knowing your people and tailoring the development you do towards those people and helping them achieve their dreams. Then on talent, I tell a bunch of stories about, I guess primarily in the book, it’s about Chick-fil-A franchisees that do this, where they identify what it is that their employee wants to do, whether it's – Obviously, a lot of them are working there to pay for college or to buy a car. Some of them are grandparents that are working to pay for their grandchildren's college education. But some of it is some really unique desires that people have. 

I remember telling the story of one Chick-fil-A franchisee out in Utah, and her team member that she had invested so much in and she really believe that she's going to be a future leader not only in this franchisee’s business, and she has two location. She has a big leadership team, but not only was – She taught her being a leader there, but maybe even possibly a franchisee herself. 

She brings her to the home office in Atlanta now called The Support Center and she takes her through training, and on the way home, if I remember I’m telling the story correctly, the young woman really talks to her about a totally different dream that she has that has nothing to do with believing in her restaurant or any other restaurant. A totally different career path. That operator is so invested in helping people make their dreams come true that she find somebody that she can be an apprentice to. Now the young woman is very successful at doing what she always dreamed of doing. 

Now this particular operator didn't necessarily benefit from that, but the example she said in her community and within the restaurant and people who know that she's the kind of person that helps her employees do that, she attracts more talent that way. What seems like a huge investment walking out the door can actually multiply itself in what comes in the door.

[00:38:56] MB: Tell me about the concept of truth telling and why that's so important to stewarding talent.

[00:39:04] DAT: Sure. Well, I don't think that people can make the decisions they need to make about their careers unless we tell them the truth, and it's the hardest thing to do. Leaders struggle with – I think that's why there are so many books written about these critical conversations of giving feedback, and sometimes it's a paternalistic approach when we don't. We just try to take care of people or we don't really want have to have that tough conversation. 

But this is where I learned is the difference in being kind and being nice. When I'm nice, I’m caring a lot more about what you think of me. Nice would be, “Oh! I won't tell you everything you need to know. I won’t explain to you why you didn't get that promotion or you didn’t get that raise or not being considered for that other role, because I want you to keep liking me.” But if I’m kind, I tell you the truth, because kindness is I care more about you than I do what we think about me. I tell you the truth. 

I had a boss at Chick-fil-A, Jimmy Collins, and the favorite quote is he always said, “It’s kindness to refuse immediately what you eventually intend to deny.” You might not like me as much, but I'm being kind to you if I say, “Here's the reason. You’re not going to get this promotion and here's the reason why. I’m so sorry, but you’re not getting the raise you anticipated, and here's the reason why.” 

When I do that, when I directly let them know that there's lots of things they can do. They can manage their own performance and their own career. They can decide, “Well, I received this feedback. I think I can do these things. I think I can improve. I think I can work towards that race or that promotion or whatever. So I'm going to invest and do that.” 

They may decide and say, “You know what? This has been really good feedback. This is not the right role for me. I need to move on.” That helps the leader, because you don't have to be in that situation to make that call at some point for that person. If you've been nice to them all along, it might come as a surprise. That wouldn’t be kind at all. 

I think truth telling is critical to a great relationship with our employees, and when we tell them the truth, then a lot of times they can self-manage and it actually makes the leader's job much easier and I don’t think there's any doubt that eventually even when it's painful at the moment, the employee respects the leader more for telling the truth than just dragging them leading them along.

[00:41:30] MB: That's a really powerful piece of advice, and the notion of being kind instead of being nice is so critical. So many managers fall into the trap of wanting someone to like them as supposed to wanting to do what's best for the employee and for the organization. How did you personally and what advice do you have for others around overcoming that fear or that desire to be nice instead of kind? 

[00:42:03] DAT: What I coach with people is really – I really went back to the book of crucial conversations and understanding that if we’re going to coach people to their optimal performance, if we’re going to be a good steward of all that’s entrusted to us, that includes the talent that’s entrusted to us. Part of living out our purpose would actually be to – We've got to help manage their career. We’ve got to help give them the tools to be successful, and when things aren’t going well, we have to be willing to let them know that, because that’s part of living out corporate purpose. 

If we’re living out the corporate purpose, that also means we’re leaving out that value of being purpose-driven. As I encourage the other leaders to do that, again, it's the painful thing at the moment, but long term I think it's going to help the organization be more successful and the individuals within it more successful.

[00:42:56] MB: Tell me about the concept of an abundance mentality and why that's so important to nurturing talent. 

[00:43:02] DAT: Sure. Well, this was another lesson that I learned from a Chick-fil-A leader and I saw this early in my career. He started teaching this. But when we have a scarcity mentality, that there's not enough for everybody, then we start competing with each other instead of realizing that we each have our own individual calling within an organization and that there really isn’t an opportunity. I tell the story, to give the example of understanding the difference from abundance mentality and scarcity mentality. 

Over the years, I’ve done travels to – Mission trips in Africa and have a special little group of friends there in Kenya. When I would take things to them no matter what it was – Hershey bars are perfect, because they're already stored to share in those little pieces. If I took a candy bar and gave it to one child, he would look at all the different people around him and he would break that into pieces and share all of that, because he didn't have this need to – I mean, he believed there would be more at some point and he didn't have to hard it all to himself. 

Here are people that don’t really have anything believe there’ll be more. The people who are sitting in the greatest country in the world with so many resources, sometimes we have to hoard things away. Hoard our responsibility or hoard the opportunities, because there won't be enough for us if we don’t.

Actually, it's when we have abundance mentality that we believe there's enough for everybody. We can collaborate, and so they’re holding things close to the vest that an organization will really realize its true potential when leaders have decided too, “I have my place. I have my lane. There's going to be more. There's plenty of opportunity to contribute here. So I'm in a collaborate with my peers. I’m going to collaborate with senior leadership. I’m going to collaborate with other people in the organization so that together we can accomplish more.” I see that over and over again. 

But when people start feeling there's a scarcity mentality, holding stuff close to the vest, not believing that there's plenty of opportunity. Then trust erodes. The culture erodes and success will eventually erode in the organization.

[00:45:13] MB: For listeners who have been listening to our conversation and want to concretely implement something that we've talked about today, what would be one action step that you would give them to start implementing these ideas into their lives?

[00:45:27] DAT: Sure, and I love the fact that you said just one thing, because that's always how I tried to accomplish things, is really one small bite at a time. I think that it's overwhelming when you think about, “So, I want to win the hearts of my customers and I’ve got to create a remarkable culture and select extraordinary talent.” 

Again, I said earlier, I observed that taking 50 years and meet 50,000 words to tell the story, and it's really simple if you just do take one bite of the elephant at a time. If I had none of these things – I have my own business now. Let me start there. The very first thing I did was determine my why, because it informed everything else. It informed all the other pieces and elements of my culture. It informed what my business would be about. It informed the kinds of people that I would bring into the business was my why. 

If I'm talking to somebody that has nothing that we’ve talked about, start right there. Start with why. Of course, Simon Sinek wrote the book Start with Why. It is the right place to start. Figure out your why and then take the necessary steps, If I were starting a business as I do it, what I started with was the culture consist first before I ever started aligning myself with any other talent. I started with the culture. 

Some people were sitting in the midst of an organization that’s been around 100 years or five years, but they’re already established and that culture is kind of in places. The whole approach you would take as a leader is very different, because the culture already exists. 

Let's just say you're in a toxic culture. What do you do? Well, you start with you. What influence do you have right where you are? If you don't have any influence at all, you can influence change, and I think you have a tough decision to make because toxic cultures are not healthy for anybody. But if you're in an organization like you believe in and it needs some help and you have some influence, then what I suggest is you start with a team that you lead at that moment, and I’ve seen this happen in many organizations. Leaders that have a mindset for remarkable culture and want to surround themselves with extraordinary talents, and they do it on their team. 

When they accomplish that, they go to the next best buddy in the organization and say, “This is what my team is. This is how we did this.” I suggest you try it in your team. You actually start a grassroots movement of changing the organization, and that can help and that can happen. But if I’m starting out on my own today, I'm always going to start with why. Determine what those elements are that I want to do. Make every decision about how I grow my business based on that culture. Then as I add talent, I’m bringing them into that culture and then putting those two things together. Have much more satisfied customers. 

[00:48:10] MB: For listeners who want to find you and your work online, what is best place for them to do that?

[00:48:17] DAT: I love to hang out on LinkedIn and I'm sure your young professionals do too. Great content. There's a connect with me on LinkedIn. I have a Facebook author page that I also put a lot of content there, and I'm on Instagram, and in all those places I'm @DeeAnnTurner, and my website is deeannturner.com. We can engage there. 

Then my new book that's coming out in the spring of 2021 is called How to Get a Job, Keep a Job, and Grow a Career. The title is not that, but that’s the thing about it. I would love to interact with your listeners, because they’re in the group of people that this is the audience for this book, and so I’d love for them to interact with me as I write that book and look for some engagement and some opinions about those subjects.

[00:49:03] MB: Well, Dee Ann, thank you so much for coming on the show for sharing all this knowledge, some really great strategies for building a remarkable culture. 

[00:49:11] DAT: Well, it is completely my pleasure, Matt. I’ve enjoyed our conversation so much, and thank you for having me.

[00:49:18] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Thanks again, and we'll see you on the next episode of the Science of Success.

January 21, 2020 /Lace Gilger
Career Development, Influence & Communication
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Google Knows Your Darkest Secrets - The Truth in Your Searches with Seth Stephens-Davidowitz

January 16, 2020 by Lace Gilger in Health & Wellness, Influence & Communication

What happens when you peer into the dark underbelly of the human psyche? How should we react when we uncover the raw truth of human nature and emotion, sexuality, and racism? We explore all of this in this fascinating interview with our guest Dr. Seth Stephens-Davidowitz. 
What can research about condoms tell us about human nature and the problems with survey research? Why the #1 google search for “my husband wants” in India will blow your mind. What does searching for celebrities with herpes have to do with hidden suicide rates? We explore all of this and much more with Dr. Seth Stephens-Davidowitz. 

  • What’s wrong with surveys?

  • Social desirability bias can massively skew the results of surveys. 

  • Why do people lie when they take surveys? How can that massively impact research results?

  • What can research about condoms tell us about human nature and the problems with survey research? 

  • Women say they use 1.1 billion condoms, men say they use 1.6 billion condoms.. but only 600mm condoms are actually sold in the US total. 

  • People lie about both the frequency of the sex they’re having and whether or not their sex is protected. 

  • People tell google things that they don’t even tell their closest loved ones. People tell google about hidden health problems, secret dark thoughts, pornographic preferences, and much more.

  • Google, Facebook, and social media and data porn sites can reveal the darkest facets of the human psyche

  • What did researchers uncover from digging into troves of data from top porn websites?What can that tell us the truth about societies deepest sexual desires?

  • The #1 google search for “my husband wants” in India will blow your mind

  • The truth revealed by in depth study of human behavior is that everyone is weird in their own way, and that’s OK. 

  • What happens when you peer into the dark underbelly of the human psyche? How should we react when we uncover the raw truth of human nature and emotion, sexuality, and racism? We explore this and find out how to go forward from here. 

  • What does searching for celebrities with herpes have to do with hidden suicide rates?

  • There are many people struggling with things that aren’t openly talked about. 

  • A huge source of unhappiness is comparison to other people’s cultivated personas - when you peel back the onion and look at people’s searches, you would realize that everyone goes through suffering, anxiety, doubt, and weird thoughts.

  •  Rejection is not personal 

  • How looking back through search results can be used as a potential medical diagnostic tool.

  • Moneyball for your life. Applying big data to hacking and improving your life decisions. 

  • Moneyball for parenting - one of the most important factors revealed by data for raising your kids. 

  • Most people are too concerned with people thinking they are weird. 

  • Don’t be normal, be polarizing, to find a better fit for yourself. 

  • Homework: anytime you’re feeling bad about your life just type “I am always…” into google autocomplete. Realize that everyone is struggling and suffering and that is part of the human experience.  

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Seth’s Website

  • Seth’s LinkedIn, Twitter, and Facebook

  • Seth’s Wiki Page

Media

  • Article Directory on New York Times, Quartz, and Big Think

  • Directory of Seth’s research and data projects

  • Google Scholar Citations - Seth Stephens-Davidowitz

  • The Gist - “Everybody Lies” by Seth Stephens-Davidowitz – a review” By Anna Duncan

  • Vox - “Persuasive proof that America is full of racist and selfish people” By Sean Illing

  • Binary District - “Seth Stephens-Davidowitz: Everybody Lies, But Not To Google” by Charlie Sammonds

  • The Behavioral Insights Team - Seth Stephens-Davidowitz & Nick Chater discuss how well do we know ourselves

  • [Book Review] The Guardian - “Everybody Lies by Seth Stephens-Davidowitz review – what internet searches reveal” by Galen Strawson

  • The Guardian - “Everybody lies: how Google search reveals our darkest secrets” by Seth Stephens-Davidowitz

  • Smart Brief - “The dangers of corporations and big data” by Seth Stephens-Davidowitz

  • [Podcast] Policy Punchline - What Big Data Can Tell Us About Who We Really Are

  • [Podcast] Hidden Brain - I, Robot: Our Changing Relationship With Technology

  • [Podcast] Freakonomics - How Big is My Penis? (And Other Things We Ask Google) (Ep. 286) 

  • [Podcast] The Conversation - Speaking with: ‘Everybody Lies’ author Seth Stephens-Davidowitz on why we tell the (sometimes disturbing) truth online

  • [Podcast] FutureSquared - Episode #163: Everybody Lies with Seth Stephens-Davidowitz

Videos

  • TEDxTalks - The Secrets in Our Google Searches | Seth Stephens-Davidowitz | TEDxWarwick

    • What Google Searches Can Tell Us About Who We Really Are | Seth Stephens-Davidowitz | TEDxNashville

  • Talks at Google - Seth Stephens-Davidowitz: "EVERYBODY LIES: Big Data, New Data, and What the [...]" | Talks at Google

  • Big Think - Questions about Sex That Women and Men Google the Most | Seth Stephens-Davidowitz

    • Google Searches May Be the Best Measure of Human Nature Yet | Seth Stephens-Davidowitz

  • The RSA - Everybody Lies | Seth Stephens-Davidowitz | RSA Replay

  • O’Reilly - Lessons in Google Search Data - Seth Stephens-Davidowitz (NY Times)

  • CBS This Morning - "Everybody Lies": Online searches reveal our true thoughts

  • MSNBC - Here’s What We’re Googling In The Age Of Donald Trump | The Beat With Ari Melber | MSNBC

Books

  • Everybody Lies Book Site

  • Everybody Lies: Big Data, New Data, and What the Internet Can Tell Us About Who We Really Are by Seth Stephens-Davidowitz

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet with more than five million downloads and listeners in over a hundred countries.

What happens when you peer into the dark underbelly of the human psyche? How should we react when we uncover the raw truth of human nature, emotion, sexuality and racism? We explore all of this and much more in this fascinating interview with our guest, Dr. Seth Stephens-Davidowitz.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word “smarter”, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we discussed all things sleep. Sleep has been under attack for the last 10 years and yet, it is one of the most powerful things that you can do for your performance, your health, your mental well-being and your body. In our previous interview, we explored how to improve your sleep, how sleep works and what you can be doing to sleep better with our previous guest, Dr. Dan Gartenberg. If you want to get a good night's sleep, listen to our previous episode.

Now for our interview with Seth. Please note, this episode contains mature and adult content.

[0:02:02.9] MB: Today, we have another exciting guest on the show, Seth Stephens-Davidowitz. Seth is an author, data scientist and speaker. His book Everybody Lies was a New York Times bestseller and an economist book of the year. Seth is a contributing op-ed writer for The New York Times and has worked as a visiting lecturer at the Wharton School and a data scientist at Google. He received his BA in philosophy from Stanford and his PhD in economics from Harvard. Seth, welcome to the Science of Success.

[0:02:31.8] SSD: Thanks so much for having me, Matt.

[0:02:33.4] MB: Well, we're really excited to have you on here today. Your work and your research is so fascinating and I can't wait to dig into it. I'd love to start out with a really simple question or idea, which is what's wrong with surveys and the way that we try to collect data about humans and our behavior and human nature? What's the problem with the current methodologies that we're using?

[0:02:58.4] SSD: Yeah. One of the problems is, so there are actually lots of problems with surveys. One of the problems that I focus on the book is that people lie to surveys. There's an issue called social desirability bias, where people don't say what they're really thinking, or really going to do, or why they do the things they do. They say things that are socially desirable. 

If you ask people, are you going to vote in an election? Far more people say they are going to vote and actually go out to vote in an election. If you ask people are you racist? Just about nobody says yes, even though many, many people are racist. Many times we see that what people say isn't really true and that the bias is in the direction of what's socially desirable.

[0:03:36.3] MB: Tell me a little bit more about the concept of social desirability bias and what causes people to do that and how it can negatively impact survey results and research results.

[0:03:47.5] SSD: Well, I think we don't really know. Technically, surveys are anonymous so people don't need to lie. I think there are a couple of reasons people lie. One is that people lie in their day-to-day life. Your wife, or husband asked you, “Do I look good?” You tend to just say yes, even if they don't look good. Or was the dinner good? You say yes, these little white lies as we go through the day.

Then a big issue in surveys is there's no incentive to tell the truth. You don't have an incentive to lie necessarily, but you definitely don't have an incentive to tell the truth. If someone asked you, Gallup or Pew asked you a question on some topic that might be a little sensitive, people just assume, “Well, what do I gain by telling the truth?” I'll just tell something that just makes me feel good, or look good. There's really no reason for me to tell my secrets.

[0:04:38.4] MB: It's almost like their identity is playing into that and people want to see themselves in a certain way, even if they're not trying to deceive the survey or necessarily, perhaps they're really trying to reinforce a certain identity, or a certain characterization of themselves.

[0:04:53.8] SSD: Yeah, that definitely does play a role.

[0:04:56.3] MB: There's a great series of examples that you had. You touched on voting as one of them. Tell me the story about condoms and what some of the survey research revealed about that.

[0:05:07.8] SSD: Oh, yeah. I looked at data from the General Social Survey. That's this big data set every year produced by the University of Chicago. They asked men and women how frequent they have sex, whether they use a condom, whether it's heterosexual sex. 

You do the math and basically, American women say they use 1.1 billion condoms every year in heterosexual sexual encounters. American men say they use 1.6 billion condoms every year in heterosexual sexual encounters. By definition, those numbers have to be the same. There are only a certain number of condoms used every year in heterosexual sexual encounters. We know that somebody's not telling the truth, lying about this.

I reached out to Nielsen. They have actual ground truth data on how many condoms are sold every year in the United States. We have a woman saying 1.1 billion condoms used, men saying 1.6 billion condoms used. Well, according to Nielsen there are only 600 million condoms sold every year in the United States, some of them used by gay men and some of them thrown out. Basically, I think everybody's lying about this.

I think I do further research that I think they're not just lying about whether they're having protected sex, they're lying about the frequency of sex. I think there's a lot of pressure in today's culture for both men and women. It's a little stronger among men, but it's there for everybody to say you're having more sex than you actually are having, because I think it's people don't want to admit if they're not having sex, they're having very little sex. It shows the strong pressures in our sex-obsessed culture to maybe exaggerate how much people are having.

[0:06:36.7] MB: You discovered a methodology to start to see through some of these illusions and peel apart the social desirability bias that can skew research results. Tell me, how did you discover this new methodology and what is it?

[0:06:52.9] SSD: I was doing my PhD in economics. I don't even remember. One day, I just saw that Google had released this tool called Google Trends, which allows researchers to look basically how a search term when it’s searched, where it's searched, how frequently it’s searched. 

Right away, I became obsessed with this data set, in part because I suspected and I think I later confirmed that people would be really, really honest on Google and they tell Google things, that they don't tell other people, they don't tell their friends, their family members, their neighbors, their doctors, their psychiatrists, surveys, people pour their heart out to Google.

People will tell Google about their sexual desires, the pornography they want to watch. People will tell Google about their health problems, even health problems that might be embarrassing. People will tell Google about their dark thoughts, racist thoughts. People will tell Google about problems, their big struggles they're going through child abuse, self-induced abortion, there are all these areas where people might be really shy to talk about these with other people, but they really do pour their heart out to Google.

[0:08:03.8] MB: It's such a fascinating thing to uncover and this idea that you may not ever think about that in your daily life. I certainly hadn't thought about it that way until you phrased it like that. The fact that we really do tell Google our deepest, darkest thoughts, the things we wake up at 3 a.m. and Google in the middle of the night, we tell Google all of our fears and fantasies. Oftentimes, there are things that we would never dream of telling, even some of the closest people in our lives.

[0:08:33.8] SSD: Yeah. It's definitely an interesting window into people. I've expanded it beyond Google. I also in the book, I got data from Pornhub, what videos are searched for and watched all around the world and that also is an interesting data set, where people – if you ask people, many people I don't think they're going to be necessarily want to say what they're watching or what they're searching on Pornhub, but the data set is really, really interesting and revolutionary for the study of sexuality. I think really there is corners of the Internet where people are giving us windows into the human psyche that we've never had before.

[0:09:11.2] MB: I want to dig into that a little bit, because you have some fascinating conclusions and research that have come out of that. Tell me a little bit more about what came out of the research that you did on sites like Pornhub and what fascinating things you revealed about the darkest facets of the human psyche.

[0:09:28.9] SSD: Yeah. Pornhub. I mean, I think the general conclusion from Pornhub data is that sexuality is a lot more varied than we're usually told. I think when I was growing up, there was an idea that sexual fantasy was basically Playboy magazine. It was this very conventionally attractive, big-breasted, thin, maybe blonde-haired girl next door. I think Pornhub data really reveals much wider array of sexuality, like heavyset women are very, very popular on Pornhub and that's not usually talked about.

Usually, we think that skinny is attractive and heavy isn't attractive. You see widespread desire for heavier women. Then people's fantasies are just very politically incorrect sometimes. Violent pornography, even rape porn is about twice as common among women than men, which isn't usually talked about. It doesn't mean that women want to be raped, or that makes rape less of a crime, but it does show that people's minds are not – they don't always go places necessary they'd want them to go and sexual fantasy can be politically incorrect, basically.

[0:10:39.3] MB: The interesting thing about a lot of this data and this applies well beyond research into human sexuality is that these are the hidden, real trends and patterns and thought patterns that are driving human behavior. It's so interesting that a tool like Google, or a pornography website could be used to peer into and almost become a mirror to look back and give us the truth about something that people would potentially never reveal in traditional survey style research.

[0:11:10.6] SSD: Yeah. My favorite fact I uncovered in all of my research is that the number one Google search that starts with, “My husband wants,” in the country of India is, “My husband wants me to breastfeed him.” That's India and a little bit of Bangladesh and nowhere else. Also, pornography for adult breastfeeding is much more popular in India than anywhere else. That just shocked me.

Then I think I published that and then they did some research and they asked people in India about this. Everybody's like, “No, no, no. That's not a thing in India.” I'm confident based on this data that it is reasonably widespread sexual fantasy that developed in India and a little bit in Bangladesh and nowhere else and isn't talked about at all, which is just fascinating for a lot of reasons that a sexual fantasy can develop in one part of the world and nowhere else. What caused it? That something can be widespread. Because it's shameful, just not be talked about at all and not be ever acknowledged. Yeah, that's – it really does change how you view the world.

[0:12:17.7] MB: It's as if you've started to really see and understand human nature in a way that very few people have and in a way that may even be a little bit uncomfortable.

[0:12:29.0] SSD: Yeah, there's definitely an uncomfortable element to it, because I think people lie. There are two islands. One of it which I think is comforting is that you can feel less weird knowing that other people are also weird. I think a lot of human suffering is because everybody else puts on a front of how their life is going. I think a lot of people think that their problems are – they're uniquely messed up. I think the data from Google, or from Pornhub shows you, “All right, everybody's a mess in their own way, or weird in their own way,” and even if it's not talked about and there's probably nothing particularly abnormal about you. That I think can really comfort people.

There is also a dark side. Another reason people lie is people lie in socially desirable ways to say, for example, “I'm not racist.” I uncovered in Google searches a huge amount of secret, explicit racism in the United States, people searching for really, really nasty jokes about African-Americans in huge numbers. That does make you feel worse that people might be if you're black, people might be smiling at you and shaking your hand and being really friendly and nice, but then they're going home and searching things like N-word jokes that is an uncomfortable fact that this data reveals.

[0:13:48.3] MB: How have you grappled with that and what have you taken away from that research? How have you thought about what we should do with that information?

[0:13:59.7] SSD: Initially, I just was uncovering these facts that are hidden, but now I'm more interested in how we can use it to change society. Instead of studying how much racism is there, say can we use this data to understand what actually lowers racism, which may be different from what people talk about. 

Yeah, I think there are just a lot of secrets. I'll give you one study I'm working on a little bit. It's preliminary, but I'm doing this study on what people search for before they search for suicide, which I think is really, really important. I don't think we really know it necessarily why people choose to end their life, or think about ending their lives, because there's so much stigma around mental health and suicide.

I found that a big complaint is health problems, about 30% of people before they search for suicide searched for some health problems. Many of the health problems in the data set I was looking at – there's actually a different data set. It's an AOL data set, which allows you to track anonymous individuals over time, not Google which doesn't allow you to do that. 30% were health problems and the number one health complaint was depression, which isn't any surprise. We know that depression is a major risk factor for suicide and anxiety was very high.

Then near the top in the data set I looked at was herpes, the STD. People search for herpes, and then basically that they've gotten a diagnosis of herpes, then they search looking to commit suicide. That shocked the hell out of me, because that's not really usually considered a risk factor for a suicide. I think the reason for that is the stigma around the disease. Some young people when they get the diagnosis that being young, it is a period of life where there's a huge amount of paranoia and nobody really knows what's going on, what's normal, what's weird and many people can get very paranoid.

I was also looking at this data and I said, okay, what else do people search when they search herpes and suicide? I found the number one other search for people searching herpes and suicide was celebrities with herpes, which is actually a common search for many illnesses. If people have searched – suggest they have depression, they searched for celebrities with depression and I think people with an illness like to find role models, people who have that disease and have spoken out about having that disease and it makes them feel better, so they know they're not alone and they know that some of their heroes also have struggled with this problem.

Then I googled what comes up when you search celebrities with herpes. When I looked, as I checked, basically all that comes up is a list of celebrities accused of having herpes who deny they have herpes. They're a couple B list, or C list, or probably D list celebrities who do say they have herpes to try to lower the stigma, but very, very few celebrities and no real A list celebrities.

That's disturbing that you have this data uncovered by searches that there seem to be a large number of people, particularly young people greeting a diagnosis of herpes with thoughts of suicide and they're looking for role models. Instead of having a list of top celebrities saying, “I have this. It's not a big deal. It's nothing to be ashamed of.” We have a few celebrities saying, “I would never have such a horrible illness. It's so embarrassing that I would never admit it,” basically. I think that literally based on my analysis, if celebrities admitted that they had herpes that literally would save lives.

[0:17:24.9] MB: It's so interesting that even the concept of retroactively looking back through search histories and saying, okay, someone is searching about suicide, which is a predictor of potential suicide rates, let's figure out what's causing that. The ability to even just go back through their search history and see the evolution of those thought patterns is such a fascinating research methodology and creates so much potential for really truly understanding how people think and behave.

[0:17:57.4] SSD: Yeah. It's sad too. It makes you more compassionate, because some of these search strings, I just remember this one guy, he's in horrible back pain and just over and over again, he's like, “I need to end my life. I can't take this back pain anymore. Blah, blah, blah.” It just makes you compassionate, because you really have no idea who's in back pain. It's like, you might walk around and be jealous of some guy, or girl, or like, “Oh, that person has everything.” If they have back pain, they might be going literally insane on the verge of suicide because of that. You just really don't know what's going on in other people's minds.

I think when you look through some of this data, I think it does make you more compassionate, more easy on other people. There are a lot of people struggling with things that aren't openly talked about. Even people who probably on the outside look like they have everything, or look  like they have it all together.

[0:18:53.3] MB: I think that that is such an important life lesson. One of my favorite quotes and I'll paraphrase it a little bit, but it's this idea that everyone you know is fighting a battle that you know nothing about. Your research has really in many ways uncovered the truth behind that and peered into the soul of many people and realized wow, there really is so much suffering and struggle that we never hear about, never see about, especially in today's world which ironically, the surface level of all these technologies, all of the social media is this glossy veneer of my life is perfect and it's amazing and look at me going on vacation and eating all this amazing food and taking wonderful photos. Yet the flip side of that, the same technology platforms are basically hiding and housing the deep, dark secrets of all of these people.

[0:19:48.9] SSD: Yeah, definitely. That's a good way to put it. Sometimes I do wonder if we'd all just be happier. I’d never suggest this, but if literally all our searches were just revealed, or all our Internet behavior would just be revealed, it would be embarrassing for five seconds, then I think we'd almost have a better society at that point. I think a huge cause of unhappiness is comparison to other people's lives and other people's cultivated lives. The lives that they put on social media and the lives that they might talk about when they're trying to impress you.

I think a lot of us feel our lives don't compare. Then if you saw people searches, you see just about everybody's going through a lot of suffering and a lot of anxiety and a lot of doubt and a lot of weird thoughts. I think it would just make everybody feel a little more normal, a little more okay in who they are. I hope that at least my book and some of the research I've done will do that on an aggregate stick scale. You don't know for any individual, okay, what's that person going through, but you know through this data that a lot of people, a huge number of people are going through things.

It's a good excuse to go easier on yourself and on other people. You go easier on other people, because you know they're going through things. You go easier on yourself, because you're like, “Okay, I haven't failed as much as maybe I feel I have. Other people also have problems and issues and struggles and difficulties and it's totally normal.”

[0:21:16.5] MB: Such a great insight. We've had a number of really good interviews on the show about the power and the importance of being self-compassionate. I'll throw some of those into the show notes for listeners who want to dig in on that. You brought up a really good point earlier and just underscored it again, which is this notion that as a researcher who's actually coming through this data, you've uncovered so many fascinating trends. One of the changes that it's created for you is that you've become more compassionate and more understanding of other people and their quirkiness and their own struggles and challenges. What are some of the other changes, or lessons that you've pulled from doing all of this groundbreaking research?

[0:22:01.6] SSD: Dating is another one. When you see the pornography data and how much variation there is and what people search for, I think when I first started dating a while ago, I viewed the world as everybody is ranked 1 to 10. Brad Pitt or whatever is a 10 for men and Natalie Portman is a 10 for women and goes down from there. I think you do see in the data that that’s not really as true as you might think. There are some people into just about anything.

I think one experience that I've been through and I think other people maybe can relate is you get rejected by someone who you think is a 5, or a 4 and then you go on a date with someone who you think is a 7 or 8 and she's into you and you're like, “Why?” Well, you might just be her type basically. That makes rejection a little less personal too, because you might really just not be – it's not just that I'm lower on the ladder than you are, it's more just like, okay, I may not be your type. Just keep going out and trying until you find someone who is your type and you are their type.

[0:23:12.8] MB: Yeah. That's a really important lesson, this idea that this false narrative, or the social construct of some dating hierarchy doesn't really exist. This could be applied to any – even something like sales, right? If you don't have a pipeline of opportunities and you give up after the first no, or the first rejection, you're missing out on a huge array of potential that – and this could apply to any endeavor in life. If you don't cultivate a number of opportunities, you may not get to where you need to get, because there's so many different reasons that people may like you, or your business, or your opportunity, your idea, your podcast, your research, whatever it might be, you as somebody in the dating pool, all these different pieces. 

A lot of times it's a process of discovery to go out there and put yourself out there. You have to be willing to be rejected and fail a few times to really find a good match for yourself.

[0:24:08.4] SSD: Definitely. I think yeah, the variation in taste is really, really important, I think. Yeah, it's the same with entertainment, or a podcast. Some comedians – I might find a comedian really funny. My friend may think that person's not funny. Then there might be another comedian where it's completely reversed. You just have to find your market and put your content out there widely and find your market and not take the rejection so personally.

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[0:26:06.2] MB: I want to zoom out a little bit and dig into a couple other themes from your research. One of the more interesting papers that you produced that I thought was fascinating discussed the relationship between opioids and anxiety and panic attacks. Tell me a little bit about that work and how you decided to research that and what some of the conclusions were.

[0:26:29.6] SSD: Oh, so I just was interested. There's been a big rise in anxiety searches in the United States over time. There's this tool Google Correlate, which allows you to see basically what searches are made the same time periods that searches for – If you put a search, anxiety or panic attack, it will tell you what searches, track that search in a time series that when weeks and when those searches are high, panic attack searches are high.

One of the top when I looked at it was opiate withdrawal. That was really interesting, because I'm like, “Wow. Are opiates playing a big role in the rise of anxiety?” Again, something that's not really talked about. In general, the whole anxiety thing is interesting, because I think I live in New York City, I live in Brooklyn, I'm from the New York area. I think there's a stereotype of urban intellectuals being really neurotic. There's Woody Allen and all these movies about being this neurotic New Yorker and Larry David expanded on that idea.

If you actually look at the data, where is anxiety highest, where panic attack is highest, it tends to be rural areas, poor areas, places with lower levels of education and I think areas that have been really hit hard by the opiate crisis. I think that was just suggestive evidence. It's not definitive, okay, the opiate crisis is causing a rise in anxiety. I think it's highly suggestive that that's playing a role.

[0:28:04.5] MB: Very interesting. What are some other fascinating connections, or things that you've uncovered in your research peering into some of these search result trends?

[0:28:18.2] SSD: One of them, this actually isn't my research, but I think it's an important one. The Microsoft researchers have looked at people who searched for pancreatic cancer, suggesting they just got diagnosed with a pancreatic cancer. What are they searching the weeks and months before that. They found really, really subtle patterns of search symptoms, basically what symptoms they searched. They found things like if you search indigestion followed by abdominal pain, that's a risk factor for pancreatic cancer.

That really wasn't known to the medical community and that's I think a really fascinating way to do medicine, to mine these enormous data sets with thousands or tens of thousands of people who just say they got diagnosed with pancreatic cancer and what symptoms were they searching in the lead up. The key with pancreatic cancer is the earlier you find out, the higher your survival rate. We can potentially use this information to maybe help people earlier on.

[0:29:09.7] MB: That's wild. That in many ways reminds me of the same methodology from some of the research around suicide and in the sense of looking for people who searched for pancreatic cancer and then tracking that back through time and saying, well, what were the prior searches that were precursors to them having that potential diagnosis? The whole idea of using that as a medical diagnostic tool could really open up some fascinating possibilities.

[0:29:35.9] SSD: Yeah, definitely.

[0:29:37.4] MB: I want to change gears and think about how we can take some of the lessons and ideas from your research and apply this to our own lives. I know you mentioned to me that you're working on a project about how we can start to use data to make better life decisions. Tell me a little bit more about that.

[0:29:57.1] SSD: This is I guess right along with the theme of your work. I just really noticed in my own life that I'm obsessed with data. I really love the book Moneyball and the movie Moneyball. I'm a big baseball fan, so I was obsessed from an early age about data analytics in how they transformed baseball. I've used in my own business, like when I worked at Google, I was using data to help make decisions.

When I think about the big decisions of my own life, I would say I'm about as nerdy and data-focused as it gets. I would say basically, I've largely gone on my intuition, just followed advice of other people. I haven't really used good data and I haven't done things. One of the great things about the Moneyball example is that baseball teams start doing all these counterintuitive things, these things that looked wrong and felt wrong, but war according to the data actually right.

Baseball teams started widely using the infield shift, where you put all the infielders – you put mostly infielders on one side of the infield. It looks crazy. You're opening up one side of the field totally. It looks like it can't possibly be a good decision. Yet, the data suggests more times than not, it's the right play. I can't really think of many examples in my own life where I've done something that felt wrong, but it was justified by the data.

I wanted to say what would be a Moneyball approach to life, to the big life decisions, to dating, to parenting, to career, to health, dieting, to happiness. What would be things that maybe, or many of them might be counterintuitive, many of them might feel wrong, but actually according to the data are better decisions. That's what I've been exploring for the last couple years and hopefully producing a book based on it.

[0:31:51.0] MB: What have you uncovered so far and which decision categories have you started to dig into?

[0:31:55.9] SSD: One of the ones I like is parenting. If you actually look at the data on parenting, I think it's pretty overwhelming that the number one decision you make as a parent that counts more than every other decision combined is where you raise your kids. There's new evidence that they've tracked using tax data, kids who move from one part of the United States to another part of the United States. 

They found that growing up in certain parts of the United States just gives you a massive advantage, even tiny neighborhoods are massive advantages, relative to the other things parents do the evidence for a long time has said overall, parenting has actually a pretty small effect, whether you read to your kids, or whether you ban video games, or what advice you give them, all these things seem to add up to not that much.

Then the neighborhood you raise your kids in adds up to a whole lot to the point that I think more than 50% of the impact to a parent will be what neighborhood you raise them in. Then there's all these data using these places, the best places, both the places that have historically been the best places to raise your kids and the characteristics of neighborhoods that are best places to raise their kids. 

What seems to matter more than anything else it's not the economics of the area, whether it's growing or not, it's not necessarily even the schools, traditional metrics of school success, it tends to be the people around the area, whether they're good citizens themselves, whether they're good role models for your kids.

I think one of the reasons for this, the evidence starting to suggest is that kids frequently will tune out what you tell them. If you give them advice, they'll go through a stage where they're like, “Ah, that's stupid. I'm going to try something else.” They go through a stage where they think you're a clown and you're crazy and everything you say is wrong, but the neighbors they’ll always respect and think highly of.

For example, girls who move to areas with lots of female scientists, if their neighbors are female scientists, they're much more likely to become a female scientist. Basically, what it suggests is as parents, that's counterintuitive, so I think parents just assume okay, the big things are how I raise them, the models I sell, or the career advice I give them, the opportunities I offer them, the lessons I teach them, the books I read to them, the presents I give them. I think what this suggests is really the big thing you're going to give them is the people you put in their environment, people you put near them, the other adults you put near them, who they're going to model themselves after and track.

Again, these are not necessarily the places you'd normally think. It's not necessarily, okay, go to the suburbs where there's some highly ranked school. That may not be the best role models. There may be better people, better role models in other parts of the country.

[0:34:44.3] MB: Very interesting. Coming back to the framework that you're using for this, I love the Moneyball approach to solving some of these big challenges in life and using science data and research to find sometimes counterintuitive strategies is such a great methodology for trying to implement really anything.

[0:35:05.0] SSD: Yeah, definitely. Another one is dating, because this came up in this discussion of porn, but there's actually a study where they've shown that woman who shave their heads do surprisingly well in online dating sites and getting lots of dates, which you think would be totally crazy. Women shaving their heads is not usually thought of as attractive. It goes to the point that there are different types and people are into different things. By doing something that really expresses your personality, you can really become 10s to some people.

I think the intuitive strategy in dating is you rank yourself on a scale of one to 10 and you try to say, “What can push me higher? If I'm a five, how can I make myself into a six on average?” I think the better dating strategy is to increase your variance, not your mean. Instead of saying if you're a five, don't try to say what makes me a six on average. Say what makes me a 10 to some people? Do things that might be a little bit more – that some people are going to find really unattractive, but some people are going to find really attractive.

[0:36:12.1] MB: That methodology of increasing your variance instead of your mean in general is a great mental model. Dating is certainly one example where that can be really effective. I think even drawing that out and having that as a tool in your tool about of mental models is a great and very counterintuitive method for potentially improving your output, or your results in many different fields.

[0:36:36.9] MB: That's true. I agree. It depends a little on how big is the market, are there different preferences for your product, I guess. Yeah, I think in general it's probably not done enough. I think a lot of people are really concerned with people thinking they're weird. Doing these things frequently requires getting your variance high, frequently requires doing things that will make some people think you're weird.

If you shave your head as a woman, you're walking down the street, some people are going to think, “That person's a weirdo,” but it's actually the better strategy. If you have an outrageous product, that's going to cause some people to think you're weird, but it could mean some people are really into you.

Yeah, I think artists have found this a lot. Bob Dylan, I remember when he was starting out, he just got extreme reactions, very polarized reactions. Some people loved him and some people hated him and thought he was the weirdest guy ever and why's this guy singing. That was a good thing. I think Dylan had this personality where he didn't care so much about people thinking he was weird, which helped him a lot.

[0:37:47.2] MB: If you look at a field, even as broad as success, if you want to achieve something that not a lot of people have achieved, you have to do something that not a lot of people are willing to do. That same idea of doing things that people may say, “You're weird. Why are you doing that?” Those are often the exact things that you need to, or should be doing if you really want to stand out, if you really want to create results, if you really want to achieve something.

[0:38:13.8] SSD: Yeah. I mean, I definitely learned that in my own life. I was working at Google and I remember I was in this beard garden with a couple my friends, a bunch is random people and I was about to quit my job to write my book. I was reading sections for my book to them. It was I think a section on sexuality, or pornography, which I thought was really interesting. They were just like, “Who the hell is this creep? He's so weird. Why is he quitting his job at Google? You have a good job. You're going to quit to write this book.” Then it ended up working out really, really well.

Yeah, I think now if people think I'm weird, I don't really think it's bad. I usually think that's a good thing. I'm a little concerned when everybody thinks what I'm doing is really normal, or everybody thinks it's a good idea, because again, yeah, just being meh, okay to everybody, it is not usually the way to win in modern society.

[0:39:04.1] MB: That's a great lesson something I've also experienced in my own life. It's so important to really think about – I almost use it as a contra indicator. If I'm doing something, or a positive indicator. If I see something I'm like, “This seems weird and people might judge me for doing this,” I often think to myself, “Maybe that means that that's exactly why I should do it.”

[0:39:27.4] SSD: Yeah. You got to stand out. Attention is so hard to get these days. I think so many people are – there's such a high pressure to conform and to not be weird, basically. People feel that so strongly. I think you got to try to fight against that.

[0:39:43.0] MB: Seth, for listeners who want to take something that we've talked about today and concretely implement some of these themes and ideas into their lives, or use what we've discussed to improve their lives in some way, what would be one action item that you would give them as a step to concretely implement or use this to improve themselves?

[0:40:03.7] SSD: Maybe any time they're feeling bad about their lives, just look at Google autocomplete and type something like, “I am always.” You'll see all these people. “I'm always tired. I'm always hungry. I'm always thirsty.” I think typing in things like this and seeing what's on people's minds, I found that usually makes me feel a little better when I'm really hard on myself, makes me a little more compassionate.

[0:40:30.4] MB: That's a great and really simple hack to realize that everybody is struggling and everybody is suffering, and that you are not an isolated island. That part of the human experience is almost to feel the solution that you're alone, when really, we're all going through the same things.

[0:40:51.7] SSD: Yeah. Again, I think at least myself, but I'm guessing a lot of other people really can be hard on their selves, thinking that everybody else has it figured out. We personally don't. Literally, Google autocomplete. Just type, “I hate.” You see, “I hate myself. I hate my wife. I hate.” You just see, okay, a lot of people are struggling and confused.

[0:41:13.5] MB: Well Seth, where can listeners find you and your work and all of your research online?

[0:41:18.9] SSD: I always suggest just googling Everybody Lies Seth, because I have a complicated last name that nobody's going to find. If you Google Everybody Lies Seth, you'll find out who I am and see all my website and my Twitter feed and anything else you'd want.

[0:41:35.2] MB: Well Seth, thank you so much for coming on the show, for sharing some really fascinating and thought-provoking research and some interesting life hacks and strategies to implement as a result of it.

[0:41:46.7] SSD: Thanks so much.

[0:41:48.2] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

I'm going to give you three reasons why you should sign up for our e-mail list today by going to successpodcast.com, signing up right on the homepage. There are some incredible stuff that’s only available to those on the e-mail list, so be sure to sign up, including an exclusive curated weekly e-mail from us called Mindset Monday, which is short, simple, filled with articles, stories, things that we found interesting and fascinating in the world of evidence-based growth in the last week.

 

Next, you're going to get an exclusive chance to shape the show, including voting on guests, submitting your own personal questions that we’ll ask guests on air and much more. Lastly, you’re going to get a free guide we created based on listener demand, our most popular guide, which is called how to organize and remember everything. You can get it completely for free along with another surprise bonus guide by signing up and joining the e-mail list today. Again, you can do that at successpodcast.com, sign up right at the homepage, or if you're on the go, just text the word “smarter”, S-M-A-R-T-E-R to the number 44-222. 

Remember, the greatest compliment you can give us is a referral to a friend, either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes because that helps boost the algorithm that helps us move up the iTunes rankings and helps more people discover the Science of Success. 

Don't forget, if you want to get all the incredible information we talk about in the show, links transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top. 

Thanks again, and we'll see you on the next episode of the Science of Success.

January 16, 2020 /Lace Gilger
Health & Wellness, Influence & Communication
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The Science of Sleep Revealed: How To Hack Your Sleep with Dr. Daniel Gartenberg

January 09, 2020 by Lace Gilger in High Performance, Health & Wellness

In this episode we discuss all things sleep. Sleep has been under attack for the last 10+ years and yet it is one of the most powerful things you can do for your performance, your health, your mental well being, and your body. We explore how to improve your sleep, how sleep works, and what you can be doing to sleep better with our guest Dr. Dan Gartenberg. 

Dr. Dan Gartenberg is a researcher and tech inventor. He holds a PhD in cognitive psychology with expertise in sleep, A.I. and preventative health. He is the creator of several apps including the Sonic Sleep app for detecting sleep stages and improving sleep quality using wearable tech. Daniel has three patents, numerous peer reviewed publications, and his technology has been featured on TED.com, the Today Show, Inside Science, and many more outlets!

  • Sleep has been under attack for the last 10+ years in our society

  • Lack of work life balance and constant phone addiction are destroying our society’s sleep 

  • Sleep impacts nearly every single chronic health issue and disease, every organ of the body

  • Sleep is the operating system for how we make sense of the world

  • There’s a problematic “badge of honor” that people wear thinking that not sleeping is good for you

  • The “synaptic homeostasis hypothesis” and why it demonstrates the vital importance of sleep to memory consolidation, personality, and much more. 

  • Sleep cleans out beta amyloid plaques in your brain and reduces the risk of Alzheimer’s

  • Daylight savings time predictably increases heart attack risks because of the 1 hour sleep reduction 

  • Neuroscience and sleep is one of the final frontiers of human exploration. 

  • What are the different phases of sleep?

  • REM sleep vs Non-REM Sleep. REM sleep is “almost magical” for your brain. 

  • In the US there are 4 stages of sleep.. but in Europe there are 5 stages of sleep… this demonstrates that our understanding of sleep is still VERY early stage.

  • “N1 Sleep” - the transition between the conscious and unconscious mind. 

  • You want more REM and you want more DEEP SLEEP and not more light sleep. 

  • Deep sleep is how you prune, REM is how you integrate. 

  • When you are in deep sleep your brain is operating on delta waves.. which are a completely different experience to waking life.

  • Is there a way to get more out of the sleep that you’re getting?

  • How many hours of sleep should you actually be getting?

  • Adults need 7-9 hours of sleep on a regular basis according to the world’s top sleep scientists. 

  • Hours in bed are not the same thing as hours asleep - you need 7.5+ hrs in bed to ensure you get a minimum of 7 hours of sleep. 

  • Sleep until you can’t sleep anymore.

  •  When should you nap? Is napping good for you?

  • Taking a power nap right at your circadian dip is often an optimal performance strategy. 

  • What is your circadian rhythm and how can it shape your sleep schedule and performance?

  • What is “chronobiology” and how it can help us be more productive and effective?

  •  The importance of sunlight in controlling your circadian rhythm.

  • How does intermittent fasting interact with your daily energy levels and circadian rhythms?

  • What are the hacks and strategies for improving your sleep quality and getting more out of your deep sleep?

  • Tip: get rid of noise pollution when you’re sleeping. 

  • Your “Homeostatic sleep need” builds up as you get tired and helps you sleep more effectively

  • “Targeted memory reactivation” in sleep science - smells during a REM sleep will cause memories to process and encode while you are dreaming. 

  • Visualizing and practicing in your dreams or practicing tasks in your dreams can help you improve waking performance

  • Science backs up the concept of lucid dreaming.

  • Homework: Find one thing to do to improve your sleep quality. 

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Starting your own business is an incredible feat. 
It's a labor of love which makes getting through the late nights, early mornings, and occasional all-nighter so worth it. It's no secret that business owners are incredibly busy!

So why not make things easier?

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Go to FreshBooks.com/science today and enter THE SCIENCE OF SUCCESS in the how did you find us section and get started today!!

Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Dan’s Website

  • Dan’s LinkedIn, Twitter, and Facebook

Media

  • Being Patient - “An Expert’s Secrets to a Better Night’s Sleep—And a Healthier Brain” By Christine Barba

  • [Research Directory] ResearchGate - Daniel Gartenberg

  • [Citation Directory] Google Scholar Citations - Daniel Gartenberg

  • NY Times - “No, Night Owls Aren’t Doomed to Die Early” By Bryan Clark

  • HumanOS - “Sleep Tracking and Sleep Enhancement. Podcast with Dr. Daniel Gartenberg” by Ginny Robards

  • Quartz - “Why eight hours a night isn’t enough, according to a leading sleep scientist” By Georgia Frances King

  • Bulletproof - “Your Sleep Quality Declines As You Age. Here’s What to Do About it” By Courtney Sperlazza

  • Inc. - “The '8 Hours of Sleep' Rule Is a Myth. Here's What You Should Do Instead” By Julian Hayes II

  • HotDoc - “The Science of Sleep, And the Noise that Induces Deep Sleep” By Michael McKay

  • [Article Directory] on Medium

  • NewsWire - A New Scientific Sleep App Recently Featured on Dr. Dan Gartenberg's TED.com Talk

  • NY Post - “Modern life is so stressful that humans need even more sleep” By News.com.au

  • HuffPost - “I’m Thinking About Sleeping - And Science” by Steven Rosenbaum

  • [Podcast] FutureTech Podcast - An App That Can Help You Achieve Deep, High-Quality Sleep—Daniel Gartenberg, PhD—Sonic Sleep Coach

  • [Podcast] Bulletproof Radio w/ Dave Asprey - “SLEEP NEED & SLEEP AGE: FIND OUT YOURS – DAN GARTENBERG, PH.D. #583”

  • [Podcast] Founders and Funders - EP 56: The Software Team That’s Revolutionizing Sleep Health

  • [Podcast] The Disruptors - 116. Sleeping Your Way to Superhuman Lifespan Before We Become Cyborgs | Dan Gartenberg

  • [Podcast] Best Night Ever - The “Ask A Sleep Researcher Show” with Dr. Dan Gartenberg PhD

Videos

  • TEDTalk - Dan Gartenberg | TED Residency - The brain benefits of deep sleep — and how to get more of it

  • Being Patient - Have A Bad Night's Sleep? Here's What It Is Doing To Your Brain

  • Dr. Nikki Talks Health - Tips to Deep Sleep with Daniel Gartenberg of Sonic Sleep

  • Young and Profiting - Episode. 12: Unlocking the Power of Sleep with Daniel Gartenberg

  • Dr. Anil Shah - "Masters Of Beauty" Sleep Scientifically with Dr. Daniel Gartenberg - Founder & CEO of Sonic Sleep

  • Espeakers - Daniel Gartenberg: "Tracking and Improving My Sleep"

  • NSL Experience: Never Stop Learning - NSL Bites: Daniel Gartenberg, PhD, Discusses the Impact of Sleep on our Health

  • HumanOS.me - 071. Sleep Tracking and Sleep Enhancement. Podcast with Dr. Daniel Gartenberg

Misc

  • [SoS Episode] Using The Bleeding Edge of Neuroscience to Optimize Your Brain with Dr. Daniel Chao

  • [Film] Waking Life

  • [Apps] Daniel’s Apps

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet with more than five million downloads and listeners in over a hundred countries.

In this episode, we discuss all things sleep. Sleep has been under attack for the last 10 plus years and yet, it is one of the most powerful things you can do for your performance, your health, your mental well-being and your body. We explore how to improve your sleep, how sleep works and what you can be doing to sleep better right now with our guest, Dr. Dan Gartenberg.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word “smarter”, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we exposed the lie that success makes you happy and discovered the truth about engineering happiness into your life. Can you choose to be happy? If so, what should you do and how should you change your behavior? We also confronted the reality that in today's world, we no longer have the tools to handle real or even perceived threats. We discussed how to build mental toughness and what you can do to build your own mental strength and resilience. All of that and much more with our previous guest, Neil Pasricha. If you want to be happier, listen to our previous episode. Now for our interview with Dr. Dan.

[0:02:09.5] MB: Today, we have another exciting guest on the show, Dr. Dan Gartenberg. Dr. Dan is a researcher and tech inventor. He holds a PhD in cognitive psychology with an expertise in sleep, AI and preventative health. He's the creator of several apps, including the Sonic Sleep app for detecting sleep stages and improving sleep quality using wearable technology. Dr. Dan has three patents, numerous peer-group publications and his technology has been featured on the TED stage, The Today Show and many more media outlets. Dr. Dan, welcome to the Science of Success.

[0:02:40.2] DG: Hey, thanks for having me, Matt.

[0:02:42.0] MB: Well, we're super excited to have you on the show today. Sleep is such an important topic. I'm so excited to dig into it. Tell me a little bit about the way that we sleep today and why it's not the way that we've always slept?

[0:02:58.6] DG: Yeah. Sleep has been under attack really since the past 10 years, especially with all these chirping devices poking you at all times a day, the work/life balance where now that people have e-mails, they're always expected to be responsive. It’s really created this lack of boundary between when you should be in work mode and when you should be in sleep mode, regenerating your body.

When we start looking into the science of sleep, what we find is that sleep is literally impacts almost every single chronic health disease, it impacts every organ of the body. At this time when we're taking in more information than ever, sleep is actually the operating system for how we make sense of all of that, sometimes meaningful, but often times meaningless snapchats, or tweets, or what have you. At the same time that sleep is under attack with crummy lights from your office space and the lack of work-life balance, it's actually probably more important than ever to help us navigate this barrage of information that we're being attacked by every day.

[0:04:20.6] MB: It's funny, because in our society today, some people treat it as almost a badge of honor to not sleep, or to hustle 24/7 and to constantly be checking their phone and yet, the research is pretty clear that that's pretty devastating path for your health.

[0:04:37.1] DG: Yeah. I mean, this whole badge of honor societal thing, I'm a New Yorker, so it's especially palpable here, this I sleep when I'm dead. People are like, “Oh, I got four hours of sleep last night.” It's similar to when this smug badge of honor around binging Netflix for four hours and stuff. There's really a societal change that needs to be taken place just on how we think about sleep and how we value it. It's funny when people say they sleep-deprive themselves, I think in my mind, it's almost like when people used to brag like, “Oh, I smoke X amount of cigarettes or something like that.” That was more socially acceptable 40 years ago to say something like that. I think that's what in 30 years from now, people are going to look back on our society and they'll have a similar feeling around smoking as we think about sleep.

[0:05:36.1] MB: Yeah, that's a great perspective. It'll be interesting to see how we look back in the future, 40, 50 years in the future and see the way today that we treated sleep and all the things that we didn't understand about how important it is, or did understand and didn't act on.

[0:05:53.7] DG: Yeah. I mean, especially as jobs become more cognitive. I do a lot of – some programming, which I shouldn't do, but I do a lot of heavy-lifting cognitive tasks. Sleep is almost a useful tool in accomplishing those things. There's famous anecdotes about Einstein and Edison using naps to ideate. I think a lot of people can relate to waking up from say, a power nap and being able to solve that problem, because your brain is processing how to solve problems and optimize your survival while you're sleeping.

There's a theory that got me introduced to this when I was an undergrad at University of Wisconsin, one the most famous researchers in this field is a gentleman named Giulio Tononi and he founded something called the synaptic homeostasis hypothesis. It's basically this idea that deep sleep in particular functions to down-regulate all of the excitatory connections that you make throughout the day, such that they're relevant things to your survival rise to the top. It used to be like, “Oh, don't go to this part of the jungle. That's where the predators are.” Now it's like, “Oh, what did Mindy say to me at the office holiday dinner or whatever?” Something a lot more innocuous, but it's still relevant to your survival oftentimes.

Then in REM, you basically replay that pertinent information and then integrate it into your long-term memory and your working memory and your personality really, long-term memory and personality. That's one of the main functions of sleep called the synaptic homeostasis hypothesis for why sleep is so important to performance and success.

[0:07:41.9] MB: That's fascinating. Tell me a little bit more about why we sleep and how important it is.

[0:07:50.2] DG: Yes, so there's probably eight reasons why we sleep. Every organism on the planet sleeps for various reasons. Obviously for lower organisms, it’s more around energy conservation, making it so you can get predators at certain times and focus your energy, or get prey at certain times and focus your energy on that. For humans and actually all living organisms, a lot of this is cell recovery and repairing damaged cells in your body.

Something that we focus in our laboratory is in how sleep actually cleans out that beta amyloid plaques that form in your brain, which are associated with things like Alzheimer's disease. Deep sleep in particular, responsible for human growth hormone, doing the cell recovery thing and then these areas involving memory integration and whatnot. Sometimes when I try to scare people, I say stuff like, sleep is related to cardiovascular disease very strongly. If you don't go treated for something like sleep apnea, it takes five years off of your life in one study, they showed.

It also is correlated with cancer, as I mentioned, Alzheimer's disease. Really strong correlations with hypertension. Even one day of sleep deprivation can cause a spike. There's a cool science experiment that every member of society does twice a year, which is daylight savings time. It's looking at population studies. It's really interesting. What they find is when we lose an hour, the rate of heart attacks predictably increases, which again points to how sleep is really so tied to our health and well-being.

[0:09:50.0] MB: It's amazing that sleep, or lack of sleep essentially correlates with all-cause mortality essentially across nearly every negative outcome, increases in probability if you're not sleeping. Every positive outcome, or many positive outcomes increase in probability of you are.

[0:10:06.2] DG: That's right.

[0:10:07.4] MB: Tell me a little bit more about deep sleep and zooming that out slightly, more broadly the sleep phases. What is sleep made of and what are the different components of it?

[0:10:20.1] DG: This is what is so captivating to me. I'm a very curious person and explorer. I also want to help people. The neuroscience and sleep in particular is one of those last frontiers. Right up there, right? The brain is right up there with the universe in my mind. The crazy thing about sleep is we really only discovered this process around 70 years ago, when we made this distinction between REM and non-REM sleep, based on hooking people up to various EEGs. These EEG electrodes, this montage is known as in sleep as polysomnography. It's a 16-channel montage. Usually there's 12 on the scalp at various locations to get the different brain regions. EOGs to measure REM, because when you're in REM sleep, your eyes dart around while you're dreaming and actually, your body's paralyzed.

The first distinction that they made with the stages in the 40s basically was what's known as REM and non-REM. There's really clear physiological signals between those stages. Your body is paralyzed in REM, you lose thermal regulation. When I've looked at people's brainwaves in the lab and when they're in REM, it's almost a magical thing. You see a really noticeable transition on what we use to measure sleep.

Then there's non-REM. This is what points to how complicated this process is and we really still don't understand it, the fact that in the United States, there are four stages of sleep. In Europe, there are five stages of sleep. What this points to is the fact that humans a lot of times like to create these arbitrary categories. It gives you a sense of control. When you look at some of these physiological phenomena, it's not so easy to categorize them. The way that we even define sleep in and of itself is probably going to be archaic in the next – as soon as 10 years, I think.

Some researchers even claim that there are 19 stages of sleep. A lot of this has to do with distinctions in light sleep, or N1, that transition phase between consciousness and the unconscious mind, which is probably much more complicated than we give it credit for and another area that were fascinated in our laboratory. It's very complicated. A simple way of thinking about what you want to get out of your sleep is you want more REM and you want more deep sleep at the expense of light sleep, and you want to make sure that you're sleeping enough.

[0:13:21.1] MB: No, that's super helpful. I want to dig into how we can ultimately capture both more REM and more deep sleep. Before we do, tell me a little bit more about the distinction between each of those and which works for things like memory consolidation and things like that, which is more important for cell regeneration, etc., and what's happening in each of those phases.

[0:13:42.6] DG: Yeah. The thing about REM and deep sleep is that they're very tied together. It's hard to inhibit one without inhibiting the other. I think about it like deep sleep is how we prune and then REM is how we integrate. When you're in REM, your consciousness is very similar to your waking consciousness. It's why we remember our dreams from that perspective of the eye. You have your sense of self when you're in REM.

When you're in deep sleep, your brain is oscillating at these delta waves, which are very different to waking life. You basically don't have this sense of self really when you're in deep sleep. Your whole brain oscillates and these delta wave bursts, which is point 0.80 to 1 Hertz basically. As you get older, what happens is you lose that percentage of time spent in deep sleep usually at the expense of light sleep.

What a lot of researchers now are interested in is since we lose this as we get older, is there a way and they think it's related to aging, memory, all these really things that help you keep you young, is there a way, especially for older people to enhance your deep sleep brainwaves? I've been in this field for a while. I've been making sleep apps for a long time. I gave up for a while when I saw how inaccurate some of the sensors were when I was doing algorithm development work for a Fortune 500 company in grad school.

When the Apple watch came out, what we saw was finally we can get the raw data from the watch augmented with heart rate and actually detect people's sleep stages in real time, for the purpose of delivering an intervention that actually makes their sleep more regenerative. That's the golden goose thing that I'm going to dedicate my life to trying to figure out. Is there a way to get more out of the sleep that you're already getting?

I mean, first and foremost, get enough sleep. After that, how do you get more out of the sleep that you're getting? We study this in a very scientific way in our laboratory, but there's lots of hacks that I can throw at you in order to get you to have a more regenerative amount of sleep through increasing your deep sleep brainwaves and augmenting your REM as well. I'd be happy to dive into that with you.

[0:16:20.9] MB: Yeah, absolutely. No, I want to get into all of the hacks for improving deep sleep, for augmenting REM sleep, for making it more effective. Before we do that, the thing that fascinates me is and I've anecdotally heard this. I'm sure many people have, this idea that your sleep actually gets worse as you get older and it makes sense that this deep sleep phase is the thing that's decreasing.

I'm curious for somebody who's listening, we've probably heard these recommendations, but it always bears repeating, how much sleep should you actually be getting and what are the consequences of saying, “Oh, I can operate just fine on four hours of sleep, or six hours of sleep, or whatever that number is.” Tell me a little bit about that.

[0:17:02.0] DG: Yeah, great. Thanks for bringing that there, because that's really one of the core questions that needs to be understood. Oftentimes, the media is really bad at expressing nuance. There's all these articles like, get eight hours of sleep. I even had an article that I was quoted in eight and a half is the new eight. The thing about something like sleep is it's very individualistic. It's hard to give these generic pieces of advice that are good clickbait. It's not a great headline. Some people need seven hours, other people need eight.

The society of behavioral sleep medicine gave a consensus report amongst all the best sleep researchers in the field that adults need seven to nine hours of sleep on a regular basis. That's a nice lower limit. Something to keep in mind is when they say that they also need seven hours of sleep, not seven hours in bed. Actually, if you spend more than 95% - if you spend a 100% of the time in bed asleep, it actually probably means you're sleep-depriving yourself. A healthy amount would be 90% to 95%. Basically, what that means is adults should be spending at least seven and a half hours in bed.

Now, there's lots of things that can impact how much sleep you need. Not only does it differ between individuals, but it also differs intra-individually. Meaning, last week started up a more intense workout routine and I needed more sleep that next night. Bodybuilders do this all the time. They take these long naps in a day to build up their human growth hormone, so their body can recover and create more muscle.

Also, other situations like if you're sick, if you feel yourself getting sick, you want to get more sleep that day. Not only is it that I can't tell you what you need generally, I can't even tell you what you need exactly. It's going to vary from day-to-day too. There are certain ways that you could figure out your natural sleep need. One of them that my professor mentioned to me, Orfeu Buxton at Penn State; I work with him closely in our research, is basically try to book a relaxing vacation. Go to bed at the same time every day. Of vacation, you don't have a lot of external things pulling you out. How much you sleep without those external pressures is probably how much sleep you need.

One way we like to think about it is sleep to affect. Meaning, you should sleep until you basically can't sleep anymore. There's some nuance to that, but if you're depressed or if you have some thyroid issues, that might not be the case. For generally healthy people, you should just sleep until you can't sleep anymore and you shouldn't feel tired during the day.

[0:20:10.9] MB: Do you remember when you started your small business? It was no small feat. It took a lot of late nights, early mornings and the occasional all-nighter. The bottom line is that you've been insanely busy ever since. Why not make things a little easier? Well, our friends at FreshBooks have the solution.

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Join the more than 24 million people who've used FreshBooks. Try it for free for 30 days, no catch and no credit card required. All you have to do is go to freshbooks.com/science and enter the Science of Success and how did you hear about us. That's all you have to do to get started for 30 days free, no credit card required. That's freshbooks.com/science. Go there and check it out.

[0:21:40.4] MB: Is there a such thing as oversleeping?

[0:21:43.1] DG: I mean, you can oversleep for sure. I'm not a medical doctor by the way, but if you're depressed for something, you might not want to sleep too much. Actually, there's some evidence that if they have some – if you do extreme sleep deprivation, it can actually bounce you out of depression. I'm not recommending doing that. Talk to your doctor.

There is some links to mood and depression and you can actually shift yourself into a manic state in a certain sleep-deprived state. I mean, this is another topic about our society has these very judgmental things about depression and mania. It's also a naturally occurring thing to be able to shift into a manic state when your environment pushes you to do so. If you're being chased by a predator, you better get into a manic state for that.

Sometimes when I'm watching a product or whatnot, I'll get in a manic state a little bit and I’ll actually get less sleep when I'm in that situation. I have a good metacognition on when I'm in a state like that, because I don't have a chemical thing. It's caused by external environmental pressures, basically pushing me into that mindset. A lot of times what I'll do in response and is – I'll have a recovery sleep after that high-performance situation. This is just some personal experiences that I've had, but I think a lot of people can relate.

[0:23:13.2] MB: Is there such a thing as either cashing up on sleep? Or I've heard some people use the concept of a sleep bank, where you sleep a bunch and then don't sleep as much for a couple nights. Does that actually work, or do you need a certain amount every single night to really reap the benefits?

[0:23:29.7] DG: I mean, it works to some degree, but you can't fully catch up. If I were to say what the ideal situation is is get a healthy amount every night. Now obviously, that's not necessarily practical. In the cases where you're not getting enough one night, it's better to catch up the next day than to continue getting not enough. Does that make sense?

[0:23:55.7] MB: Absolutely. Yeah. It's possible, but it's not an ideal scenario.

[0:24:00.6] DG: You can make up some of the sleep debt, but you can't make up all of it. There is actually a strategy for taking – in sleep, there's actually different types of naps. There's something called an appetitive nap that you can do in preparation for your sleep deprivation. The timing of naps, especially for shift work, jetlag is something that's really important to maybe proactively counteracting a situation where you know you'll be sleep-depriving yourself.

[0:24:31.9] MB: I know we're jumping around a little bit, but you're bringing up some topics that I think are really interesting. I want to dig into napping briefly. This is another one that there's a lot of confusion, there's a lot of gray areas. I've heard some people say that naps are amazing, they're super beneficial for you. I've heard other research that napping actually reduces the quality of your sleep, or your ability to fall asleep. If you're super tired, or if you're not, when is napping appropriate? When is napping a beneficial strategy, or should you be napping at all?

[0:25:00.8] DG: Yeah. This is one of those other nuances that it's really hard to give generic feedback on. Really, that's what we're trying to do with sonic sleep is understand uniquely what's going on with the individual, so we can give this relevant feedback. Napping is a perfect example, where you can't give a generic piece of advice to someone. If someone has a problem falling asleep and staying asleep, they have sleep problems, it's recommended that they do not take a nap, because what you want to do if you have problems falling asleep and stay asleep and staying asleep is you want to regulize your sleep and consolidate your sleep.

What naps can do for those people is it makes it – so it's even more difficult to consolidate their sleep, because it throws off their circadian rhythm. You actually want to build homeostatic sleep pressure at specific times if you're having problems falling asleep and staying asleep. One way to doing that is to not take naps and actually to push your bedtime back a little bit in certain situations.

Now if you're someone like me who doesn't really have a sleep problem, I mean, sometimes it's perfectly – almost everyone periodically throughout the year from a stressful situation has problems falling asleep. I don't have chronic problem. I don't have a chronic problem. For someone like me, taking a 20 minute power nap right at your circadian dip is probably the optimum performance. I find that my optimum performance is to probably get seven and a half hours sleep and then do a 20-minute power nap right at my circadian dip.

Now I'm a night person, so that's for me around 3:00, 3:30 in the afternoon, I'll do rest my – even resting your eyes for that period would naturally have this dip in alertness after lunch. After I do that, I come back, I'm able to reprocess what I was doing earlier in the day almost from a new slate, like I just woke up from processing all this information. I’m able to attack the day with more vigor when I do those sorts of power naps.

[0:27:23.1] MB: Very interesting. That's a great distinction between optimal performance and trying to reconcile, or solve some sleep problem and when napping may or may not be appropriate. The other topic that you just touched on that I want to understand a little bit better is the circadian rhythm. You talked about having a power nap right at your circadian dip. What is that and how does that fit into the broader structure of a circadian rhythm and how we can think about shaping our days and our sleep schedules and so forth around that?

[0:27:52.7] MB: Yeah. The story I like to tell around the circadian rhythm is the fact that we evolved from bacteria in the ocean that could differentiate sunlight from darkness. That's what eventually formed the human eye. Every organism on the planet responds to circadian rhythms, it’s a 24-hour cycle for humans, actually a little bit less than that, but close to a 24-hour cycle. 

Basically, what this is is they've done these crazy studies where they'll bring someone in a completely dark environment for X amount of time and days or months even, and you'll fall into a natural cycle of when you're awake and when you're asleep and when you have alertness and when you don't. They actually have these reaction-time tests called psychomotor vigilance task, which we've also implemented and explored in some of our software, where it's basically sensitive to how much alertness you have throughout the day.

A typical circadian rhythm for a human, usually you'll have a peak alertness about two hours after you wake up, you'll have a decline in alertness about two hours after lunch, you'll start getting more alert as you approach dinner. After you eat dinner and some of this correspondents to the glucose spikes after meals. When you're doing intermittent fasting stuff, which I actually do, there's some stuff to be considered of with all of these. Then you gradually get more tired after dinner and you get a peak tiredness at around 3:00 in the morning when you're going to wake up for a flight or something like this.

Knowing where you are in this and we actually have genes that can tell us if we're a morning person or an evening person and there's a field of sleep science called chronobiology, which is a type of understanding of how immediate early genes, like genes that express themselves based on your environment can get activated, to actually be able to shift you to be more of an evening person, or more of a night person.

We have a genetic predisposition to be one of these. It probably has to do with something like the fact that we were – in tribal clusters of a 100 people for a long time, it makes sense for someone to always be awake. There's also this shift that happens as you get older, you shift to be more of a morning lark as they say. I know I'm a night owl. You can actually shift these.

I'm a crazy mad scientist, so I've done some stuff where I've shifted mine based on this German word in sleep science. I get nerdy on some of this stuff. Sorry if I get a little too nerdy, but there's this German word called zeitnehmer, which means timekeeper in German. What that means is there are these environmental cues that you can exploit to entrench your circadian rhythm, actually and make your sleep deeper and shift your rhythm to either be more of a morning person, or a night owl.

The biggest zeitnehmer is actually sunlight and that's why these house – these office and hospital environments that are void of sunlight are so problematic. Other things are timing of meals, timing of exercise, even things like engaging in social interactions late at night where you're exciting yourself at a time when your body usually isn't excited. You can shift your circadian rhythm. By entrenching this rhythm, you want a healthy rhythm. As you get older, it flattens, which is bad. You want to peak alertness and you want a period of decline and that's something that would help people achieve is with timing of meals, getting sunlight and we integrate with smart lights.

I have this whole system in my home that's triggered with Alexa, where I say, “Hey, I'm going to sleep,” and there's this whole chain of events with sounds that relax me and the whole – all the lights turn red. You actually want red light as you get closer to nighttime. These are just some of the hacks that you can use to entrench the circadian rhythm and achieve more alertness and success the next day.

[0:32:12.8] MB: Really quickly, tell me how intermittent fasting interacts one way or another with the circadian rhythm and energy peaks and valleys throughout the day.

[0:32:22.8] DG: Yeah. What happens a lot of times, and so we have clients where I try to troubleshoot this with them. For example, if you're having issues with waking up too early, there's actually something called – there's evening insomnia and morning insomnia. Sometimes, the reason for that is some people fast at night and some people fast in the day. You have two options, right?

For the people that eat right when they wake up, sometimes when they activate that rhythm too early by eating or doing exercise early in the morning, it also confuses their body and it tells their body that they should be awake then, so then they start having problems where they're waking up too early and not being able to fall asleep. The same thing can be said for the other direction.

Another thing to be conscientious of is you don't want to go to bed too hungry, because it's going to negatively impact your sleep quality and stuff. A lot of this is figuring out if you're intermittent fasting and I'm a big proponent, I intermittent fast every day. I'm a big proponent of it. Just be conscientious of where you're lining up here and making sure that it's not negatively impacting your sleep quality.

[0:33:42.4] MB: Very interesting. All right, I want to come back to some of the ways that we can improve our deep sleep, some of the hacks and strategies for getting better deep sleep, for maximizing the deep sleep that we already have and for augmenting and improving our REM sleep as well.

[0:33:58.2] DG: Yeah. That's really the area of focus that I've dedicated my life to, which is this idea that basically, the brain is a set of circuits and associations, okay? What these researchers found in 2013 that reinvigorated my effort to build this technology was that you could actually play a sound at a certain pulse rate that emulates your deep sleep brain waves and it entrenches that neural state. 

They used to do this – there's pretty convincing evidence so you can do this with transcranial direct current stimulation. It's something similar to a Daniel Chao’s thing with halo neuroscience. What they also have shown is that you don't have to pulse electricity, which is a little bit invasive. You can actually get similar effects with sounds that pulse at a similar frequency as the delta wave.

What we did in our laboratory at Penn State is we brought people into a lab, hooked him up to polysomnography for four days, had someone, polysomnography technologists stay up all night and systematically play these sounds to people. What we were able to show is that we could actually increase your delta waves, increase the amount of time that you spend in deep sleep.

What we're trying to do now is map that on to being able to have improved memory performance the next day and actually addressing conversion to Alzheimer's disease by enhancing people's deep sleep, since it's so associated with cleaning out these maladaptive plaques that form in your brain throughout the day. Sleep is how we clean this stuff out and deep sleep in particular. That's how we're attacking getting more deep sleep. There's other low-hanging fruit things that we do with sonic.

Basically, a really easy way to improve your sleep quality is to block out noise pollution, especially in New York. This is something where you're not aware of how much sounds in your environment can adversely impact your sleep quality. I became very aware of this when I looked at people's brains in the lab and literally, I would see the air-conditioning turning on in the laboratory and you get these little brain arousals. People are not conscious of what's happening when they're asleep. Something emblematic of this is if you have sleep apnea, which is a disease where you won't be able to breathe throughout the night, you can have as many as a 100 arousals an hour and have no conscious awareness of this.

This is just pointing to how unconscious we are when we're in this sleep state to things like noise pollution and snoring, which can negatively impact sleep. A simple hack there, which many people have keyed into probably already, it's having like an air-conditioning, fan sound. We have this adaptive pink noise cushion that changes based on what your iPhone is sensing in your environment that's designed specifically to block out these noise pollution sounds.

Other just really quick hacks for your audience to try to understand how to get more deep sleep is actually messing with temperature with these ice baths, or saunas, or things, building up your homeostatic sleep need with exercise throughout the day is something. This is a recommendation I really like to give, but there's some evidence that having an orgasm actually improves your sleep quality. Those are little hacks to try to get more deep sleep. I can get into REM if we have time.

[0:37:50.5] MB: Yeah, I want to dig into the REM strategies as well. Before we do, really quickly I just want to make sure I understand this concept. You mentioned the idea of your homeostatic sleep need and how exercise as an example can build that up. Is that essentially the notion that the more activity, the more certain things you do throughout the day, you build up almost a level of tiredness and then you have better sleep as a result of that?

[0:38:15.6] DG: That's exactly right.

[0:38:17.0] MB: Okay, got it. No, that's really interesting. Yeah, let's dig into REM sleep a little bit. Tell me about some of the ways to improve or augment REM sleep as well.

[0:38:26.9] DG: Yes. This is experimental technology that still needs to be vetted out. In sleep science, there's something called targeted memory reactivation. Basically, what they found is that if you're doing some cognitive task while you're say, getting exposed to a certain smell, like the smell of roses and then you replay that smell when someone is in a REM state through associative priming, Pavlovian response, it actually primes that memory from the day while you're dreaming and it helps you process and encode that information more, such that you perform better the next day.

A lot of this, you can think about – Another way that I think about is how athletes visualize what they're good at and doing it during the night time, actually helps you perform the next day. That finding is a very strong finding. The act of visualizing doing something actually makes you better at doing it. The idea here is that you could prime the ability to visualize tasks that you want to be optimal at by priming yourself through various cues at certain times of your sleep. 

Since we understand the science of how to play sounds, such that your brain responds to it, but it doesn't wake you up, then we can actually do things where people – I do this thing where I focus on my 10-year vision, while I'm listening to a specific sound. Then sonic replays that sound when I'm most likely to be in a REM sleep, because I'm trying to actualize this 10-year vision that I had for myself.

[0:40:20.4] MB: Do you have any memories or experiences of dreams that you've had that the sounds actually created these vivid, or almost lucid dream experiences as a result of that?

[0:40:31.8] DG: Yeah. I mean, I'm still exploring this, honestly. A lot of this is subconscious, so it's a little bit hard to tell if it's working in all honesty. I generally through this practice of gratitude is another thing that I focused on a lot, and visualizing my reality. I am finding that the reality I'm visualizing and surrendering a little bit is coming to fruition. It's more of a general sense of things. I can't cite a specific lucid dream for you right now, unfortunately.

[0:41:09.1] MB: Have you done any research, or dug into it all of the concept of lucid dreaming, or how lucid dreaming works?

[0:41:15.3] DG: I have. This is partly in my college days. What got me so excited about this was this really fun movie Waking Life. Have you ever seen that?

[0:41:26.0] MB: Oh, yeah. That's one of my favorites.

[0:41:28.8] DG: Yeah. Richard Linklater, a brilliant guy. About lucid dreaming and how you can prime in. That really got me interested in this whole thing. There is science that backs it up. Honestly, I've tried to do it a little bit. I'm just starting to tackle it a little bit more, but I'm not great at it right now. People that are good at it, since the only thing you can move when you're in dream state, when you're in REM – and by the way, you dream a little bit in light sleep too. 

When you're in REM, you're having these intense dreams and they train these lucid dreamers to move their eyes in certain patterns when they're having a lucid dream, which pretty much unequivocally shows that people that are good at lucid dreaming can control their dreams. They're literally able to control their eye movements while they're in a dream state, which is some captivating science.

[0:42:21.4] MB: It's so fascinating. Yeah, that's probably a topic for a whole different interview, but it's something that's personally really interesting to me and I've always wanted to dig into a little bit more as well.

[0:42:29.5] DG: Me too. There's going to be some tools in store for you soon, I think.

[0:42:34.3] MB: Very interesting. Well, I'm curious. We've talked about a lot of different strategies, the importance of sleep, some great tools and tips. For listeners who want to concretely implement this, who want to improve their sleep or take action on something that we've talked about today, what would one action item be, or a piece of homework that you would give them to start taking action towards having better sleep?

[0:42:56.6] DG: This is the homework that I like to start people out with; think about your life. There is one thing unique to you that you can do that's going to either help you get more sleep, or improve the timing of your sleep, such that you can improve your sleep quality, whether it's maybe going to bed a little bit earlier, maybe letting yourself sleep in a little bit more on a day where you can. It's going to be different for everybody. Maybe it's talking to your boss about flexible work times, which is something that we're working with some corporate wellness clients to do stuff like this. It's unique to you. Everyone's at a different place, and so just think about what it might be for you and try to implement that thing.

[0:43:43.4] MB: You talked about work schedules and how this plays into it. That made me think of a putting a bow on this in some way, or really encapsulating an important point that we talked about at the beginning of the conversation as well, is this idea that in many ways, especially in America, especially in Western societies, this idea of sleep and getting a lot of sleep and being somebody who sleeps a full eight to nine hours a night or seven to nine hours a night is almost derided or looked down on, or thought of as being lazy, but the reality is that in many ways from a productivity standpoint, from an effectiveness standpoint, it's often much better to be someone who's sleeping enough and sleeping effectively than it is to be somebody who's pulling all-nighters and sleeping four hours a night.

[0:44:26.1] DG: Totally. As an entrepreneur, I would much rather someone that's on my team who has fully slept than someone who is sleep-deprived. You act erratically when you're sleep-deprived. Personally, I'm not a nice person. No one wants to work with that cranky sleep-deprived person. 

Frankly, we’re I think living in a society that has this global pathology when it's coming to not sleeping enough. We're having this global sickness where you're not as empathetic to other people when you're sleep-deprived. For me, I see sleep as a pathway frankly, just for making us a little nicer to each other.

[0:45:10.4] MB: Dr. Dan, for listeners who want to find out more about you, your work and all of the fascinating research and tools that you've created for improving sleep, where can people find you and these resources online?

[0:45:22.5] DG: Yeah, you can check out Sonic Sleep Coach. We have Android and Apple integration. I think we have probably the most accurate Apple watch algorithm for measuring sleep. There's a bunch of enhancement tools and meditations and deep sleep stimulation in that technology.

[0:45:39.9] MB: Well Dr. Dan, thank you so much for coming on the show, for sharing all this wisdom, some really insightful takeaways about how sleep works and how we can improve our own sleep.

[0:45:49.8] DG: Thanks for having me. Appreciate it. Great questions.

[0:45:52.5] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Remember, the greatest compliment you can give us is a referral to a friend, either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes, because that helps boost the algorithm that helps us move up the iTunes rankings and helps more people discover the Science of Success. 

Don't forget, if you want to get all the incredible information we talk about in the show, links transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top. 

Thanks again, and we'll see you on the next episode of the Science of Success.

January 09, 2020 /Lace Gilger
High Performance, Health & Wellness
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The Big Lie About Happiness with Neil Pasricha

January 02, 2020 by Lace Gilger in Emotional Intelligence, High Performance

In this episode we expose the lie that success makes you happy and discover the truth about engineering happiness into your life. Can you choose to be happy? If so, what should you do and how should you change your behavior? We also confront the reality that in today’s world we no longer have the tools to handle real or even perceived failures. We discuss how to build mental toughness and what you can do to build your mental strength and resilience. All of this and much more with our guest Neil Pasricha. 

Neil Pasricha is the New York Times-bestselling author of The Happiness Equation and The Book of Awesome series, which has been published in ten countries, spent over five years on bestseller lists, and sold over a million copies. He is one of the most popular TED speakers of all time, and today serves as Director of The Institute for Global Happiness. Neil has spoken to hundreds of thousands of people around the globe including Fortune 100 companies, Ivy League Deans, and Royal Families in the Middle East. His work has been featured in thousands of outlets including CNN, BBC, The Today Show, and many more!

  • The myth of the idea that great work leads to big success and being happy. That’s totally backwards. 

  • Looking at over 300 studies on the science of happiness, the model is the opposite. 

  • Be happy —> Great Work —> Big Success 

  • Being happy increases productive by 31%, Sales by 30%, and creativity by 300% 

  • Happy people live longer! Happy people live an average of over ten years longer.

  • Many people don’t think that happiness, compassion, understanding and emotional intelligence are not important to business success, that couldn’t be further from the truth

  • 50% of your happiness is genetic, 10% of your happiness is circumstantial, and 40% is based on your intentional activities

  • The average human is awake for 1000 minutes per day. Could you take 20 of them, 2% of those hours, to make the other 980 (98%) minutes happier? 

  • 3 Things You Can Do RIGHT NOW to Increase your Happiness

    • Go for a 20 minute walk in the woods 

    • Journaling is a great way to have a powerful happiness practice 

    • Reading 20 pages of fiction per day.

  • Reading fiction, especially literary fiction, helps improve your emotional intelligence. 

  • You have to STRUCTURE your day to enable these contemplative, happiness creating routines

  • How to be a lazy person and still get lots of things done. 

  • How to structure a “family contract” to have more quality time with your loved ones. 

  • "Being busy is a form of laziness – lazy thinking and indiscriminate action."

  • Everyone gets 168 hours per week. You have 168 pebbles and you can spend one every hour. 

  • 168/3 = 3 buckets of 56 hours

    1. 56 hours of sleep

    2. 56 hours of work

    3. 56 hours of family & enjoyment

  • Most people that work 70-80 hours per week have tons of wasted and dead time in their day. 

  • What are you spending your buckets on?

  • We are all getting more anxious, lonely, and depressed - despite the fact that we are healthier and safer than we’ve ever been.

  • We no longer have the tools to handle failure or even perceived failure. 

  • How do we get mentally tough?

  • The ascendance of the smartphone has created a 30% spike in anxiety in the last five years. 

  • 3 strategies to build mental strength and resilience. 

    • Get your cell phone out of your bedroom.

    • Do a “two minute morning"

    • Spend your lunch time doing a weird hobby or an unusual activity 

    • Intermittent Fasting from TECHNOLOGY 

  • The “two minute morning” exercise:

    • I will let go of..

    • I am grateful for..

    • I will focus on...

  • Gratitude has to be highly specific, not just “my wife” - it needs to be “when my wife gave me a kiss on the cheek this morning” - otherwise your brain doesn’t actually think about it. 

  • Carve a “will do” from your “could do / should do” list. 

  • Nobel prize winners are 22x more likely to have a weird or amateur hobby than their peers. 

  • Your learning rate is the steepest when you know the least 

  • How you can avoid “cognitive entrenchment” and mental fragility. 

  • The person who is the most successful in life is not the person who has had the most successes, its the person who has the most failures. You have to increase your failure rate to increase your success. 

  • When you overly specialize, success blocks future success. 

  • Spend money on cultivating randomness in your life. 

  • What other success could you have had, should you have had, or would you have had, if you had let yourself stay broader for longer? 

  • How do you mentally unfurl yourself form all the identity sleeping bags you’re rolled up in?

  • Homework: Start or finish your day by reading 20 pages of fiction from a good book. “A reader lives 1000 lives before he dies" 

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Neil’s Website and Podcast

  • Neil’s LinkedIn, Twitter, and Facebook

  • The Institute for Global Happiness

  • 1000 Awesome Things blog

Media

  • Author Directory on Quiet Revolution, Fast Company, Next Big Idea Club, Medium, and HuffPost

  • Calgary Herald - “Neil Pasricha's new book shows how wrestling with failure can make you 'awesome'” Eric Volmers

  • MindBodyGreen - “3 Ways To Be More Resilient, From This Happiness Expert” By Jason Wachob

  • The Epoch Times - ‘Neil Pasricha Reminds Us What Is Truly Important in a Chaotic World” BY Catherine Yang

  • WBUR - “Are You Failing At Failing? Author Neil Pasricha Says It's Time To Change The Narrative” by Jeremy Hobson and Allison Hagan

  • Daily Stoic - “You Are Awesome: An Interview With Bestselling Author Neil Pasricha”

  • HBR - “8 Ways to Read (a Lot) More Books This Year” by Neil Pasricha

  • Observer - “How to Add an Hour to a Day with Only One Small Change” By Neil Pasricha

  • SUCCESS Magazine - “7 Things You Can Do to Feel Happier” By Neil Pasricha

  • TIME - “How to Conquer Your Biggest Fears” By Neil Pasricha

  • Forbes - “Neil Pasricha: Why It Is Possible To Achieve Work-Life Balance” by Dan Schawbel

  • Reddit AMA - I am Neil Pasricha, author of the 1000 Awesome Things blog and The Book of Awesome. AMA!

  • [Podcast] The Jordan Harbinger - 277: Neil Pasricha | You Are Awesome

  • [Podcast] The Learning Leader Show - Episode 238: Neil Pasricha – Why Action Creates Motivation: 1,000 Awesome Things

  • [Podcast] Good Life Project - Neil Pasricha: From Awesome Hunter to Happiness Crusader

  • [Podcast] Art of Charm - Neil Pasricha | The Happiness Equation (Episode 506)

  • [Podcast] The Think Grow Podcast w/ Ruben Chavez - Episode #24: Neil Pasricha - How (And Why) to Read More Books

  • [Podcast] The Ultimate Health Podcast - 265: Neil Pasricha – How To Be Happy • Untouchable Days • Find Your Authentic Self

  • [Podcast] Don't Keep Your Day Job - You Are Awesome - Neil Pasricha

Videos

  • TEDxTalks - Neil Pasricha | TEDxToronto 2010 - The 3 A's of awesome

    • TEDxTalks - How do you maximize your tiny, short life? | Neil Pasricha | TEDxToronto

  • Talks at Google - Neil Pasricha: "The Happiness Equation" | Talks at Google

  • Improvement Pill - The Key To Becoming Mentally Tougher (ft. Neil Pasricha)

  • Evan Carmichael - Neil Pasricha's Top 10 Rules For Success (@NeilPasricha)

  • Neil’s YouTube Channel

  • LinkedIn - LinkedIn Speaker Series: Neil Pasricha

  • FightMediocrity - How to Make More Money Than a Harvard MBA – The Happiness Equation by Neil Pasricha

  • The Institute for Global Happiness - Awesome is Everywhere by Neil Pasricha - Book Trailer

Books

  • You Are Awesome: How to Navigate Change, Wrestle with Failure, and Live an Intentional Life (Book of Awesome Series, The) by Neil Pasricha

  • Two Minute Mornings: A Journal to Win Your Day Every Day (Gratitude Journal, Mental Health Journal, Mindfulness Journal, Self-Care Journal)  by Neil Pasricha

  • How to Get Back Up: A Memoir of Failure & Resilience  by Neil Pasricha and Audible Original

  • The Happiness Equation: Want Nothing + Do Anything = Have Everything  by Neil Pasricha

  • Awesome Is Everywhere  by Neil Pasricha

  • Journal of Awesome  by Neil Pasricha

  • The Book of (Even More) Awesome (The Book of Awesome Series)  by Neil Pasricha

  • The Book of (Holiday) Awesome (The Book of Awesome Series) by Neil Pasricha

  • The Book of Awesome (The Book of Awesome Series) by Neil Pasricha

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[00:00:11] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet, with more than five million downloads and listeners in over 100 countries. In this episode, we expose the lie that success makes you happy and discover the truth about engineering happiness into your life. 

Can you choose to be happy? If so, what should you do and how should you change your behavior? We also confront the reality that in today's world, we no longer have the tools to handle real or even perceived failures. We discuss how to build mental toughness and what you can do to build your own mental strength and resilience. All of this and much more with our guest, Neil Pasricha.

Are you a fan of the show? And have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How to Create Time for what Matters Most in Your Life. If that sounds exciting and interesting, and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the home page, that’s successpodcast.com or if you're on your phone right now, all you have to do is text the word ‘smarter’. That's “smarter” to the number 44222.

In our previous episode, we brought you a holiday special with some of the best moments on giving, connectedness, compassion, kindness, courage, and so much more. We brought in some familiar guests, like Brene Brown and Oscar Trimboli, as well as some guests from the archives like John Wang, Dacher Keltner and so many more. If you want something to ground you during this holiday season and really focus on gratitude, listen to our previous episode

Now for Interview with Neil. Today we have another exciting guest on the show, Neil Pasricha. Neil is a New York Times bestselling author of The Happiness Equation and The Book of Awesome series, which is sold over a 1,000,000 copies. He's one of the most popular Ted speakers of all time and today serves as director of the Institute for Global Happiness. His work has been featured in thousands of outlets, including CNN, BBC, The Today Show, and much more. 

[0:02:30] MB: Neil, welcome to the Science of Success.

[00:02:34] NP: Thank you so much for having me, Matt.

[0:02:35] MB: I'm really excited to have you on the show. Your work is so interesting and inspiring, and there's a lot of takeaways that I think we can share with the listeners.

[00:02:43] NP: I can't wait.

[0:02:44] MB: I want to start with an idea that you shared in some of your early work of this notion that people often have the equation backwards. They think that they have to work hard, do great work, be successful and that eventually they'll be happy, and you pointed out that perhaps that's not the right way to sequence things.

[00:02:34] NP: It's definitely not the right way to sequence things. And I blame all of our parents for this, because our parents said the same thing to all of us as we were kids. And it is six specific words. You mentioned all the Matt. Great work, that’s two, leads to big success, that’s four, leads to be happy, that’s six. Great work leads to big success leads to be happy, however, after reading over 300 [inaudible 0:03:28], like all these studies on the science of happiness, I can tell you without a shadow of a doubt, the model’s exactly reversed. It actually goes, be happy, leads to great work, leads to big success. 

Based on a study published in Harvard Business Review by Sonja Lyubomirsky and her colleagues, we know that being happy actually increases productivity 31%, increases sales 37%, and increases creativity 300%. What happens after that? Well, the big success comes. That’s the end, after the great work. Two kinds number one happy people are 40% more likely to get a promotion in the next 12 months. Not surprising when you think about your company, your office or workplace, you're like, “Well, that person probably gonna get promoted. They're in a good mood. We like working for that boss. We like working for that colleague,” and happy people also live longer. This is interesting, comes from the nun study at the University of Kentucky. It shows, happy people live in average of over 10 years longer. When you think about how short our life spans truly are, an extra 10 years is quite a big increase, just from priming your brain to be positive each day.

[0:04:32] MB: It's so interesting and this underscores to me one of the biggest takeaways or lessons that I've pulled from doing the podcast, which is this notion that a lot of these seeming soft skill things, emotional intelligence, happiness, gratitude, all of these things – people often think that they're not real business skills, that they can't help you be more productive, that they can help you be more successful. And yet the research is pretty resoundingly clear that, in fact, many of these soft skills, these woo-woo things like happiness are actually the cornerstones of being a highly productive and successful person.

[00:05:09] NP: Yeah, I like you framed it as, like, these are potentially kind uplifts as well, for sure, but I also want to just enter into the conversation. Another little injection here, I was director of leadership development at Walmart. That was my job title for a number of years, and so my job was to help really, really good leaders become great leaders, i.e, help vice presidents become senior vice presidents, help senior vice presidents become executive vice presidents, help executive presidents become C-suite leaders. Guess what everyone got fired for. Guess what? 

If you weren't going to make the leap, guess what reason it was. It wasn't because you couldn't do the numbers. It wasn’t because you couldn’t show confidence in meetings. It wasn't because you couldn't lead a team. It was because people didn’t like you. Like that's what it was. It was because nobody want to work for you. You were hard to get along with. You weren’t empathetic in meetings. You didn't show compassion and understanding. People got a rough feeling from you. 

And then when enough people feel that way, guess what? Your 360 scores, your managing up surveys, all that kind of stuff comes back negative so they can't promote you. So the number one de-railer in an office environment or an executive environment is actually your soft skills. Your EQ. So I like how you kinda said, “Hey, this is good. This helps you go up.” I'm also saying, it also helps prevent you from getting the boot. EQ is the hardest thing to grow, and we aren't spending enough time growing it.

[0:06:21] MB: I couldn't agree more. And I want to look at this because you could ramble on and you've shared some great statistics, but you could talk, you know, ad infinitum about the benefits of happiness. But I'm sure somebody could hear you say that and tell themselves. “Okay, great. That's awesome for people who are happy. But I'm not happy or I'm naturally not as happy.” So what does that mean? Am I left out of the cold?

[00:06:43] NP: Yeah. No, doesn't. And I'm gonna quote Sonja Lyubomirsky again. She's a real titan in this positive psychology world. Professor at Stanford University of California. She's positive model and her famous book called The How of Happiness that actually shows – it's a model, okay, so not like a proven concept, but she has the background and the chops – I’ve seen a lot of your guests at these kind of similar backgrounds. 

You know, you had [inaudible 0:07:04] etcetera on the show, like she's got the horsepower to say, “Look, guys, based on the research I've done 50% of your happiness is actually genetic. 10% of your happiness is circumstances, circumstantial or circumstances (based on what's happening in your life) and 40% of you happiness is based on your intentional activities. Again, 50% genetic, 10% circumstances, and 40% intentional activities.

So to the person who's saying, “Well, I'm just not a naturally happy person.” I get that. That's your genetic baseline. That is the 50%. Unfortunately you can't control it. You can control however the 40%, the part of the glass that you refill. Like I say to people, “The glass isn't half empty or half full. It's refillable.” What do you put into that 40%? So what I always preach to people is this. You, Matt, me, Neil, and everyone listening, we’re all awake on average for 1000 minutes a day. That is the average amount of minutes people are awake for a day. 

I'm obsessed with the number 1000 by the way, which we could talk about later if you want. That number is fascinating to me for many reasons. We’re awake a thousands minutes a day? My argument is could you take 20 of them? A 2% lever. Could you take 20 of them to make the other 980 minutes the other 98% of your day happier? When I ask that question, most people nod their heads like, “Yeah, I could do that. It makes up 90% of my day happier. Like I'm all in. We know it makes me or productive, or higher sales. I'm more creative, I’ll get along well with people. I'm going to get promoted. I'm in. So what do I do?”

Well, this is where all the positive psychology research comes in. So what you do is you read through all these studies. You distill them down the simple, most simple stuff you could find, and I'll tell you right now, I'll give you three of them. I could give you five or seven. Let's just leave it at three for now. Go on a 20 minute nature walk in the woods with no cell phone, okay. Trees release a chemical called phytoncides that actually reduce your cortisol level. You actually get happier by being in nature. 

[00:08:52] NP: We all have NDD these days or nature deficit disorder. So this is a healthy thing. Number two is Journal. Famous Research from the University of Texas, Slatcher and Pennebaker showed that couples in a relationship who journaled were 50% more likely to stay together in their romantic relationship after three months. I always joke that three months is a very long relationship at the University of Texas or any college campus. Also a friend of mine, Shawn Achor, positive psychology researcher has teamed up with the national MS Society to show that patients with chronic neuro-muscular pain, if they journal for six weeks, can have their pain medication at the six month mark reduced by up to 50%.

 Turns out in your brain, you’ve got something called the visual cortex when you rewrite something happy from your day, okay, a good conversation, the friend you bumped into, the hot coffee that somebody brought you, whatever, that your brain actually replays it in that visual cortex. An area called Area 17 lights up a second time or third time if you read your own journal. So journaling, again start of the day, end of the day, is a great way to have a 20 minute happiness practice.

And the third and final thing I'll mention. Again, there’s many we could talk about, but is reading 20 pages of fiction, okay. 2011 Annual Review of Psychology showed that reading fiction, especially literary fiction, opens up the mirror neurons in your brain, the parts of your brain responsible for empathy, compassion, understanding, all the EQ stuff we were talking about. 

If you want to be a better person, the best way to do that is to inhabit a totally other conscience for 20 minutes or 20 pages a day, because that teaches you how to be another gender, another religion, another culture, another geography, another nationality, another time period, etcetera.

So, quick summary. Yes, there's a genetic set point, but even though that's 50% of our happiness, we've got 10% based on circumstances and 40% on intentional activities, focusing on that 40% which is the part we can control, I say, spend 20 minutes a day doing one of three activities. Go for a 20 minute nature walk, do a 20 minute journaling exercise or read 20 pages of fiction from a good book.

[0:10:51] MB: All three of those are great suggestions, and the math on that is so powerful. I often tell people the same thing, which is just try to carve out a little bit of time for what I call contemplative routines, essentially things like journaling, meditation, reflection, stepping back from all the noise and dizziness and chaos of life. And I love the math on 20 Minutes is essentially 2% of your day, and is it possible to carve that out? It makes so much sense on paper. And yet it's so easy to get caught up in the business [inaudible 0:11:24] everything going on and feel like you don't have 20 minutes.

[00:11:27] NP: Well, you have to structure it, right. So these days I'm giving a bunch of speeches, and one question I always ask audiences, is, “How many of you sleep within 10 feet of your cell phone?” And honestly, Matt, like 95% or more hands go up, okay? And you know the same excuses that we all hear. “It’s my alarm clock.” You know, ah, “What if there's an emergency?” Stuff like that? Well, I say, plug your cell phone in the basement, buy an alarm clock from Walmart and start or finish your day with either a journaling practice or reading a good book. If you don't have your cell phone in the bedroom, that's a start. 

Look, if you drank a bottle of wine before bed every night, slept within 10 feet of a bottle of wine during the night and drank a bottle of wine when you got up in the morning, we would all call you an alcoholic. These days we're all phone-aholics. Our cell phones are terrible for us, and I could expand on why if you are interested but cell phones are horrible for us, and yet we sleep right beside them. We check them last thing at night and first thing in the morning as if it's no big deal. It is a big deal.

So system wise, in order to structure it, put your cellphone in the basement. It doesn't matter where you cell phone lives, it matters where your charger lives. If you're paranoid about emergencies, do what my wife and I have done: get a landline. They’re $20. It's illegal for telemarketers to call you at night, but your friends and family can call you if there actually is an emergency, which, by the way, there never is. 

And then start or finish today with the journaling practice or reading a good book.

[0:12:49] MB: That's a good example, and it really highlights – you said something a moment ago that is so important and often gets missed in the discussion of these routines and habits. And it's that you have to proactively structure your day to create the space for these contemplative routines. And if you don't do that, then they never happen. And if you do carve out just a little bit of time, even 20 minutes or more a day, that has a huge, compounded return on everything else that you do

[00:13:22] NP: Exactly, and by the way, I'm partly preaching to myself. I'm actually a very lazy person. People don't believe me when I say that because they are like, “No, you get so much done blah, blah, blah. Didn’t you write all these books?” No, it's just because I'm structured. Like it's just because I just made simple rules around things, right? So one rule is the cell phone lives in the basement. That's a rule. I can’t in my mind break it. So that allows me. What am I gonna do to record that? I got a journal sitting beside there. I got a book, so I flip it open. It's because I just natural – it's easier for me to do that than nothing, you know. 

So that's why I do that. And there's many things like that that Leslie and I, my wife have in our life. Another example just to throw in here, Matt, for those listening, like, “Okay, that's one, buddy. What else you got?” Is, we have a family contract. So my wife and I have written out on a piece of paper and signed in ink the number of nights I'm allowed to be away per month, the number of days we must have together as a family. I mean, no screens, no other people, like just our family. The number of days we get of vacation as a family, and the number of nights she and I both get to do our own thing each month. 

By the way, the number for all those things happens to be four. Okay, Neil's away four nights per a month because, I mean, that means I say no to lot of stuff. But, you know, we just talked earlier or we jumped on here like I can't do certain things because [Inaudible 0:14:39] cookie exchange. I was able to do that because I already maximize my nights away. So this is a little family contract. Does it actually – like If I break it, do I get in trouble? Do I get arrested? No, but because I wrote it out and I signed in ink, it’s a system that now guides my behavior. I'm a lazy person, so I just now follow this rigid ‘rule’ that I made for myself.

[0:14:57] MB: I tell people the same thing all the time, which is that I'm very lazy, but I use structures and routines to ensure that I both select the most important activities and get them done despite all of the other things constantly distracting and pulling me in so many different directions. 

[00:15:13] NP: You're a smart man. 

[0:15:14] MB: Well, this whole conversation, though, reminds me of something else that I've heard you talk about in the past, which is this idea that in today's culture, it's almost a rote response to say, “How are you doing?” What is somebody always respond back with? 

[00:15:28] NP: I'm busy. 


[0:15:29] MB: I‘m busy. That's what everyone says. And I've stopped saying that. I stopped saying that maybe a year ago, but it's amazing how almost everybody has that response, and we have this culture that promotes this this myth of having to be busy and always being busy as if it's a badge of honor, but it really, to me, in many ways is a detriment.

[00:15:50] NP: Yeah, there's a great essay on this by Tim Kreider called The Busy Trap, just published in The New York Times. Maybe you could share it out with your listers somehow or in the show notes or whatever. This really prompted my thinking. And then, of course, Tim Ferriss’s  words. And I think for our work weeks that the word busy is an excuse. It is somebody who is a lazy thinker and indiscriminately acting. You know, busy is a sign of, you don't know how to manage your priorities. And I love that. 

And so, in The Happiness Equation, the book I wrote before, You’re Awesome, before this one, I actually lay it out as a bucket model. I say, you, Matt Bodnar, me, Neil Pasricha, everyone listening, Oprah, Warren Buffett, Tim Ferriss, Tim Kreider, all these people, we all get the exact same number of hours per week, right? It's a 168. That’s how many everyone gets. Doesn't matter how old you are, how rich you are. You get 160 hours a week. 

I like to think of it like Monday morning at midnight or whenever the week starts on your calendar. Monday morning at midnight is like I got 168 like pebbles, and I spend one an hour and I’m – by the end of the week, I'm like, out of pebbles. That's all I got and I get another 168 for next week. The beautiful thing about that number 168 is it naturally divides by three. So you divide it by three, and it's three buckets of 56 hours each. 56 56 56. 

Well, guess what? Every doctor will tell you you're supposed to sleep eight hours a night. Eight times seven days a week is 56 hours. So one entire bucket per week for most people on average should be 56. What about work? Well, most people work about a 40 hour week job. Yeah, there's some higher, some lower, but let's round it up. Let's round it up for commuting time, maybe some emails home, maybe you do work on the weekend little bit. Let's just call it 56. We're gonna give you, like almost a 50% increase on your ’40 hour week job’.

[00:17:38] NP: And by the way, there's a lot of research says that people that say they work 70, 80, 90 hours like are kind of lying. You know, there's a lot of research that says they're not really working. I feel like that's crazy number of hours and most people don't work that much, even if they think they do, okay. There’s a lot of dead time and wasted time in there. Let's call it 56. Guess what Matt? Those two buckets, the work bucket and the sleep bucket, pay for, justify, and create your third bucket. Are you busy? Or are you filling up your third bucket with crap. 

For me? I worked 10 years at Walmart, right? And I, for eight of those years, on the side, you could call it the side hustle these days, I wrote. I wrote athousandaweseomthings.com. I wrote my books. I gave 200 speeches. I gave some TED talks. That was all in my 3rd 56 hour week budget. It's worth pointing out. I was not married at that time, and I did not have children. So I was able to put, pour all that time into my ‘fun bucket’ of writing and speaking.

Now I did get remarried. My wife, Leslie, and I have children. And guess what? My third bucket is now being an intentional, you know, and attuned and present father. So that's why I ended up quitting the WalMart job because I’d shifted that writing bucket from my third bucket into my second ‘work’ bucket. That mental structure really helps me. It aids me, and once every six months or year or so, I always just re-consciously think about what am I spending my buckets on? And is it the right thing to be spending them on? I'm not ever busy. I'm just conscious about spending my time.

[0:19:06] MB: Yeah, I love that distinction, and it's amazing once you step back and just spend even 20 minutes as we talked about earlier thinking about how you should be spending your time and looking at how it's actually being spent, you can come up with some pretty, pretty insightful takeaways about ways that you're wasting time or spinning your wheels on dead time or doing things so that you feel like you're being productive when you're really not?

[00:19:31] NP: Yeah, I think there's a famous quote. I can't remember who said it. It said you know, show me your calendar and I'll tell you your priorities. Of course, that assumes that your schedule is up to date and filed and all that stuff. But that is a really good indicator of what you actually care about. It's how you spend your time.

[0:19:47] MB: Hey, what's up? It's Matt. I want to tell you about the most epic and life-changing thing that we've ever done here at The Science of Success. It's about to happen, and I wanted to personally invite you to join me. We're launching an incredible, live, in-person two-day intensive for fans of the show that want to take their lives to the next level. This will be an intimate two-day in-person deep dive with me where we will go over all of the biggest lessons and greatest life-changing insights that I've personally pulled from years of interviewing the world's top experts on The Science of Success, and I'm gonna show you exactly how to apply and implement them to 10x-ing your own life in 2020 and beyond.

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We’ll reveal exactly how you can overcome procrastination and overwhelm, and increase your productivity by more than 10X, and I'm gonna show you how to finally end self sabotage and overcome what's holding you back. And this is only scratching the surface of the epic things that we're gonna cover in this live two-day event. Here's the most important thing. This is not a listen and learn session. This intensive is an immersive implementation experience where you'll walk away with a comprehensive model to take your life to the next level.

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[0:23:16] MB: So you touched on a minute ago, the new work that you've been doing about resilience. I want to dig into that a little bit. It's such an important topic. How did you come to take that on as a new project or a new area of focus?

[00:23:21] NP: Sure, it's really an evolution. So I'm 40 years old now at the time of this conversation. In my late twenties, my wife left me and my best friend took his own life. These are super hard and difficult things for anybody. And for me, I was a wreck. I was – I lost 40 pounds to distress. I got a therapist for the first time and I started my blog. 1000awesomethings.com was my personal therapeutic project to cheer myself up. That evolved into my first book, which is all about gratitude, and it's called The Book of Awesome. Five years later, I met Leslie. We fell in love. We got married. I'm giving you like the quick version here and on the plane home from our honeymoon she told me she was pregnant. 

I mean, on the plane. She bought the pregnancy test in the Kuala Lumpur Airport Pharmacy and she did the pregnancy test like 50,000 feet above sea level. We land home in Toronto. I then write a 300 page love letter to my unborn child about how to live a happy life. That love letter turns into a book called The Happiness Equation. So The Happiness Equation, my last book, is all about happiness and a lot of the stuff we've been talking about so far is kind of like from that kind of, that work and research and writing that I did.

Now, at the time of recording this, it's 2019 and I don't know when this will come out, but right at the end of 2019 we’re reporting and I'm 40 years old. I'm purportedly successful. Why, then that am I super thin skinned. Why, then when I get two likes on a photo am I like, “Nobody likes me”? Why, when I get a rude email from someone, am I like, “I need to delete this person from my life forever.” Like I want to like, just like – I can't handle it, you know? I'm actually weak, I'm fragile. I'm thin skinned and I look around and I see my own children, and I'm like, they're kind of like that, too. 

Is it a genetic thing? So I look around a little bit more. Guess what? It's all of us. We're all getting more and more anxious, lonely, depressed. We're living like an army of porcelain dolls. Why? Well, I have a thesis about this, and this is something I share in the introduction to my new book on resilience which is called You are Awesome. And that is this. We live in an era of the greatest abundance of all time. You're in Nashville? I'm in Toronto. We're having a conversation like we're old friends. Like that’s amazing. Like, you couldn't do this not that long ago. 

Not only that, we live longer than we've ever lived. We are healthier than we've ever been. We are safer than we've ever been. We have more money than we've ever had. By the way these are all generationally true, okay. Compare ourselves to previous generations or previous generations, higher education. Everything's better. Like we live in an era of infinite abundance.

And the point about safety is really valid. We don't have any gigantic huge famine. No great depression. No plague. No one's getting forcibly shipped off to war, which happened, like just a generation ago. We have it good. Unfortunately, and here's that here's the ‘ah ha’, the side effect of all this abundance is we no longer have the tools to handle failure or even perceived failure. Like the two likes on the photo, or the rude email. 

So the muscle I think we all are so desperate to build these days is resilience. How do we get mentally tougher? Because the world certainly will not help us. They will rampage us with messages telling us how much we suck and stink, and social media will feed us everyone else’s is pretty picture and six pack abs and the lobster buffet the mouths they're on to make your lunch look like crap. So you're on your own. So mental toughness or resilience is now my current focus area. And that's exactly why.

[0:26:47] MB: Such a great, insightful point. I wrote this down in bolded in my notes. We no longer have the tools to handle failure or even perceived failure.

[00:26:57] NP: Yeah, and this is the thing. Part of the problem right now is cell phones. Dr Jean Twengie, a researcher and professor at San Diego University has written about the fact that anxiety rates are up 30% over the past five years. By the way, anxiety rates have not gone up even double digits before that. Like, it's like a gigantic huge hockey stick-like curb, suddenly. In her report, she says this is due, her words not mine, to the ascendance of the smartphone.

I made some flippant comments earlier and I’ll right now, but the cell phones kill our productivity. 31% of our time is bookmarking, prioritizing, and switching between tasks now, they hurt us physically because bright screens before bedtime reduce our melatonin production, and we're all having 60 pounds of pressure when we’re texting and stuff like that tech neck and stuff. You've heard about it. And third of all, they're hurting us psychologically. You can no longer be the best anymore. You can't be the winner anymore. You can't be the best basketball player for your high school anymore because someone else is better on the Internet. 

Someone has more followers. Someone has more friends. You and I can have a quick conversation about our podcasts. You and I can name five people that have more downloads than us or five people have more better shows than us or bigger shows. We can. We will. Even when our shows double or triple in popularity and downloads, whatever, we will still be able to name five people, right?

Even Oprah is looking at how many followers Justin Bieber has on Twitter. You can't win. It's impossible. So that's why our anxiety rates are skyrocketing. It's not just that our loneliness rates are skyrocketing. We have purported connection with technology that actually creates disconnection because it's superficial, and we have higher rates of mental illness and depression and suicide than ever before.

[0:28:37] MB: You're painting a pretty bleak picture, and I agree in many ways, especially about smartphones, and you've made some really good points and I'm sure we'll dig into some strategies here in a minute, but you've named a ton of researchers and books, and resources. All of those are gonna be in the show notes for listeners who want to check them out. I'll also throw some other resources we have around breaking phone addictions and so forth too. 

But let's think into that. Tell me more about how we can, zooming out a little bit, how we can cultivate resilience, how we can start to learn to handle failure. And what are some of the specific things that we can do to really take action on that?

[00:29:13] NP: Sure, let me give you three tips to build mental strength or resilience. And these are things you can do, one in the morning, one during the day, and one at bedtime, okay? In the morning, I already told you, get rid of that cell phone. You have to get rid of it. The two most common excuses are, “It's an alarm clock.” Buy an alarm clock from Walmart, or, “It's needed for emergencies.” Get a landline. They're super cheap because no one has one and give it to your friends and family. Get the phone out of your bedroom. 

Instead, you could start your day with the 20 minute journalling exercise like I suggested. Or if you only have two minutes. Let me give you a two-minute research backed, mind strengthening practice that I do every morning when I get up. I shouldn't say every morning. I try to do it every morning. I do it most mornings. I call it Two Minute Mornings, and here's how it goes. Number one, answer the question, “I will let go of –” Number two, “I am grateful for –” and number three, “I will focus on –” That's it. I will let go of – I am grateful for – I will focus on – 

‘I will let go of’ is the first one. We used to go the Catholic confession chamber, you know? Bless me, Father, for I have sinned. The Gospel believes it's good to get things off your chest. There's research in Science magazine called Don't Look Back in Anger by Brasson and colleagues that also suggest that minimizing regrets as you age is good for you, okay? It makes you happier and live longer. It’s not just Catholicism by the way, Buddhism, Mormonism, Judaism, Islam, all have a form of confession built into their religious practices. However, Matt, guess what the fastest growing religion is in the world right now?

[0:30:38] MB: I don't know. Buddhism?

[00:30:39] NP: No religion! According to the National Geographic it is no religion. In fact, some countries, like Australia, France, UK, are about to cross into a secular majority, okay? So we need a form of contemporary confession. ‘I will let go of’ helps you crystallize and eject an anxiety and prevents it from swimming subconsciously your mind all day. I will let go of the 5 pounds I gained over the holidays. I will go of comparing my book to Tim Ferriss’s book, comparing my podcast to Tim Ferriss’s podcast. 

I will let go of the fact that I yelled at my toddler yesterday like I feel like a terrible dad, but I will let go of it. ‘I am grateful for’, this is based on research from Emmons and McCulloch that shows that if you write down 10 things you're grateful for at the end of the week, you’ll not only be happier but physically healthier after a 10 week period. The research, though, says that the gratitudes have to be specific, so you can't just write down like, “My husband, my kid and my job.” You have to write down, “When my husband, Antonio, put the toilet seat down. When my three year old son gave me a picture that he drew in school. When my boss gave me a compliment in the big morning meeting.” 

Specific. Specificity is important. Otherwise your brain is not really thinking about it. And the third thing is, “I will focus on.” I will focus on his way to carve a will do from your endless could do should do list, right? We all suffer from decision fatigue. Taking that 30 seconds in the morning to decide what the thing is that you're going to do today is awesome because then you can cross it off the next morning and you're done, okay.

“I will let go of. I’m grateful for. I will focus on,” is the morning practice I recommend to strengthen your mind for the day. Now I said I had three things. I said I had a lunchtime practice in an evening practice. You want the other two? 

[0:32:13] MB: Absolutely. 

[00:32:15] NP: Lunchtime. Okay. What should you be doing at lunchtime? First of all, I want you to be the most – If you work in an office environment, I would like you to become the most antisocial person in your office. Do not take your cell phone in your pocket, jump into a Toyota Corolla with four people heading over to the you know, local – what’s the chain I'm trying to think of. I don't know. I can literally picture – Oh Chili's. I was like picturing the red devil chili pepper. I was like, “What's the name of that restaurant?” Chili’s. 

Forget it. Don't do that. Do not participate in the team lunch. I'm sorry, but I want you to be antisocial. Instead. Leave your cell phone on your desk and go out and spend your lunch time doing a weird hobby. An unusual activity. According to research, Nobel Prize winners are 22 times more likely than their peer group, their scientific peer group, to take part in a strange, unusual or amateur hobby far outside their scientific discipline, like glass blowing or teaching magic or learning in the musical instrument or staring in a local town play.

Could you sign up for a cooking class? Could you go for a nature walk somewhere that nobody else goes? Could you take a – an aerobics class that you've never taken before or get a personal trainer if you're scared of the gym, like get a personal trainer, start – do something that's unusual for you. According to the research, this will avoid something called cognitive entrenchment, which is what happens to all of us as we get older and we increasingly specialized, we get too mentally fragile. It's the opposite of resilience. 

If you wouldn't develop greater resilience of mental strength, you have to broaden yourself. Do things far outside your comfort zone. If you can't do it at lunch, fine. In the evenings, take a cooking class, take a music class, pick up an instrument you don't know anything about, etcetera. Do something really weird and different because that will bring new learnings back to your core discipline or core focus area. 

By the way, side note, I interviewed Chris Anderson for my podcast, so my podcast is called Three Books. I ask people which three books changed your life. Chris Anderson runs TED. The whole thing. TED Conference. He said, “Neil, this is exactly how I designed TED. It's a series of incongruent ideas, presented as TED talks, where by the end of the conference, every single attendee has a gigantic ha ha. They have a cool new insight related to their core discipline because they were presented with such incongruent thinking. 

Most famous example, of course, is Steve Jobs taking that calligraphy course at Reed College, which helped to make that thought on the Mac computer, like many years later. Have a weird hobby, okay.

Number three. At night time. We all talk about this thing these days called intermittent fasting like, do you know what I am talking about, Matt, intermittent fasting?

[0:34:38] MB: Yes, for sure

[00:34:38] NP: You heard about it. Everyone's heard about it. Your listeners are probably all over the stuff. What we should be talking about is intermittent fasting on our cell phones. What we should be talking about intermittent fasting on our technology. For how many hours of the day can you completely untether yourself from The Matrix? That's to me the bigger question and why should we do it? 

Well, there's research that shows that when you aren't connected to your cell phone, you let your thoughts ferment, congeal, spark. You're more creative. You're more impassioned. You stopped doing things right and you go to doing the right things. You move from the front of the deck ship to the captain's seat on the ocean liner, you know? You go from living in the washing machine to looking at the washing machine. It helps you zoom out. 

So there's a couple ways to do this. One is you can try my technique, which is on Friday afternoons. I give my wife, Leslie my cell phone, and I say, “Hide this from me till fantasy football starts on Sunday.” Okay, which I know it sounds like not that much, but from Friday afternoon to Sunday afternoon, that's a lot. That's like 48 hours for me. No cell phone a week. Okay. And every night I got, I told you, I put cell phone in the basement and I put it in airplane mode. So I also have, like, untethering that happens at end of the day. 

If you can't do that, then there's a product I just learned about called Pom Box. The website is getpobox.com. It's a small, beautiful wood looking box. You put cell phone in, you set the timer and it locks you from your cell phone until the timer dings or opens it up. So a woman emailed me and told me about this. She said me and my husband were starting to realize we were distracted at dinner like from her own kids, you know. And we don't like that. We don't want to be distracted from our own kids. So we got a Pom Box, and from 5:30 to 8:30 each evening we go untouchable is what I call it. You are awesome. Going untouchable. And we put our phones in there for three hours. So that we could do like the bed, bath, and dinner routine as a family and actually make eye contact with people. 

Those three things, just to summarize, are a two minute morning practice. “I will let go of, I'm grateful for, I will focus on.” A lunchtime or some other time during the week, unusual or weird hobby that gets you out of your comfort zone. Remembering that you're learning rate is the steepest when you know the least. And finally at night or on the weekends, going untouchable, unplugging from the Matrix and thinking about how to intermittently fast on your cell phone.

[0:36:54] MB: All of those are great strategies and really, really interesting. The stat about the Nobel Prize winner is being 22 times more likely to have a weird or amateur hobby is so interesting. I'm curious on all of these things, and this is something that I've heard in the past or people who hear some of these strategies. How much of this notion of, let's say, getting off of your phone or carving out time for deep focus? How much is that apply or specifically, focus around someone who's a creative? Let's, say, a writer, an artist, et cetera, versus somebody who's, for example, managing a company or managing a team are trying to grow a business?

[00:37:32] NP: Two things on that. One is – So I'm 40. I am Indian, so I was supposed to be a doctor. So my life was an undergraduate business degree from, at the time, the top ranked business school in Canada, a master's of business degree from Harvard Business School, 10 years working at Walmart as project manager to our CEO and director of leadership. 

So my whole background  is kind of about that world. But I also deeply believe that everybody inside them has some little flame that is their creative mojo. And whether that’s singing, whether that's making music, whether that's stand-up comedy, when that's doing a podcast like you do, Matt, whether that's like selling stuff on Etsy. Like everyone's got, like this thing that they just really want to do for another reason and they love to do it. And so I hope that the strategies I've presented here kind of applied to both. Meaning that I spent 10 years in corporate kind of coming up that chain and also now I'm leaning more into my creative side because I think everybody has that. 

So I think you can apply it to both. Certainly, the time management stuff, the structuring stuff and how to kind of turn your mindset around each day with the 20 minute exercise. I think that applies everybody,

[0:38:39] MB: You know, you touched on something else that I think is really important and ties back to another concept of yours that I think is great, which is the notion of being a novice, being a beginner, getting out of your comfort zone, and as that as you called it. I think previously the idea of a failure budget. Tell me a little bit about that concept?

[00:38:55] NP: Sure. And I mentioned this idea called cognitive entrenchment. And if you want to read a little bit more on staying wide longer, a great book on this topic is called Range by David Epstein. E-P-S-T-E-I- N. That's where I got the the Nobel Prize Winners research study was from. I don't think he did the study, but he quotes that study in that book. It’s where I first became aware of it. 

So say you believe me on all this stuff and you're like, “Okay, the person used the most successful life is actually not the person who has had the most successes.” That's what we are inclined to think. That is not true. It is actually the person who has had the disproportionately higher amount of failures. Example, wedding photographer. “How did you get 50 awesome pictures of this wedding?” If you ask them, they always say the same thing. “I have 1500 bad ones. Like I took 2000 or I guess 1550 if I do my math, photos at this two-hour wedding. So of course I got 50 good ones.”

 Look at sports. The guy who has the most wins. Cy Young also has the most losses. The guy who has the most strikeouts, Nolan Ryan, also has the most walks. The most active quarterback with the most Super Bowl championships, Tom Brady, also, the active quarterback with the most Super Bowl losses, Tom Brady. 

See what I’m saying? If you’re wishing on this, then you believe that you have to increase your failure rate. It's hard to do that, especially isn't adult because we overtly specialize and we get good at one thing and success blocks future success. So what do you do? I, on January 1st of every year, my wife and I each take money from our joint account and we put into our personal account. We call it our failure budget. 

One thing that comes out of that is like frivolous stuff like my fantasy football stuff comes out of there, for example. But also I use that money as like a no excuses way to just spend on randomness. Again, examples like flying to some city with a friend to hear a concert by a band that he or she really likes that you've never heard of because you just decided to do it. Taking a sport up. Taking a sport up as an adult is so healthy for you. Remember ninth grade gym class? You do it different sport every week. What does every adult do? Nothing. Or maybe like one thing. Just jog. Or they like just play basketball. 

But pushing yourself in your comfort zone is much, much, much healthier. So failure budget helps and the reason it helps us because you could just make it a small percentage of your income. If you make $50,000, you could say I spend $50 anything I want to try. Or just move the decimal place over a few points, and then you have no excuses, so you are more likely to try new things. And when you try new things, you learn more. So, your failure rate goes up and your success rate eventually goes up.

[0:41:25] MB: Great point. And David Epstein's book, Range, one of the best books I read in the last 12 months. Probably my most recommended book of 2019. And I’ll  throw in, we did interview him a couple months ago. Throw it on the show notes for listeners who want to dig in. But even, you said something there that I thought was really interesting, which is this notion that success blocks future success. Can you elaborate on that a little bit?

[00:41:45] NP: Yeah, here’s the thing: most of us were born as blobs were little bob blobs of brains of them. And so your parents’ goal is to expose it to a breath of things. You look at shapes and colors and you do drawing and you do sports and you're doing everything. Everything. Eventually you specialize. You feel like you have to. And maybe you stay brought his long felt. Maybe take liberal arts education or you dabble in the bunch things where you spend your twenties, I think as you should, doing a bunch of different things. 

Okay, I think the twenties are the decade of experimentation in many ways you just try as many new things in that decade as possible. Because it's the after the two decades of like forced learning and before your like seven decades of like living or running a family, if that's what you want to do, or being part of a family. So, it’s like twenties are your decade to play. Okay? The play decade, the experimentation decade. 

But here's what happens to most people in their twenties. You do something that works. Let's just say you sell a condo. Let's just say you get your real estate license and you sell one condo. You are not sure if you like real estate. You're not sure if it's for you, but you sell one condo and you get a $10,000 commission, and you're like, “Oh, my gosh, like I'm good at this.” So you tell people, “I got some business cards made. I'm a real estate agent now.” And when you go to parties, people know you as their real estate agent friend. You have had success in that area. They want to talk to you about interest rates, their house, when they should list with you or sell their house or blah, blah, blah. All those conversations served to deepen your own specialty in that one area. 

What's the downside? Well, say you become a millionaire by the time you're 30 as a real estate agent. You might think you made it, and maybe you have. But here's the question. I would ask you, “What other success could you have had, should you have had or would you have had if you had let yourself state broader longer?  Could you have pursued ballet till the time when you were dancing at the Met?” Right? We don't know because that success you had as a real estate agent blocked the future success you could have had in other areas. 

What's the way out of that? How do you mentally unfurl yourself from all the sleeping bags you’re rolled up in? Go to parties where you don't know anybody. Have a failure budget where you're trying new things. Put yourself in situations out of your comfort zone. Keep letting yourself experiment and play being open to Black Swan opportunities so that you jack up your mental strength and your resilience and make yourself, I hate to use the word, like more polymath-ish. You know, so you can do what I was talking about earlier and get a series of incongruent ideas in your mind so that you are stronger as a person. 

[0:44:05] MB: Very good advice. And that's something that I personally struggle with as well and having so many different projects and interesting things, it’s always confusing to try and yeah, at a cocktail party where you know, people it's easy to get pigeonholed, and it's hard to sometimes break out of that.

[00:44:20] NP: Yeah, that's what you have to try. A great book is The Black Swan by Naseem Taleb. Go to parties where you don't know anybody. Put a chip on a roulette wheel on every number and give it a spin. People ask me, “Neil, why did you start Three Books?” Like, “Why did you start your podcast?” And I said, I say to them, “It's because it turns out that the stuff I love doing since I was a kid, writing and speaking, it turns out, as I'm getting closer to 40, I'm getting paid for that stuff. I'm always getting paid for it, and I and nothing to push myself wider, all over the place. Just in crazy directions.” Is to start my podcast. Three Books. I'd purposely made it no ads so that I won't be beholden to anybody. 

I want to do it for 15 years so I can uncover the 1000 most formative books in the world. And who am I interviewing Matt? I just told you before, I'm trying to interview like, I interviewed the world's greatest Uber driver about customer service. I interviewed the woman who has founded the world's largest feminist magazine. Do I know much about feminism or feminist magazines? No. So I got to ask her like, “What's feminism? What's first wave Feminism? How do you define a feminist?” You know, I ask dumb questions because it's a way to broaden myself and put myself in situations where I get to play the fool. Because I am a fool, because we're all fools because the world's too big and complex to really know anything. And the podcast Three Books is a way for me to expose myself to endless Black Swan opportunities. 

It's an excuse, because it's being recorded and released, for people to start to say, “Yes,” to talking to me. Malcolm Gladwell I don't think we have said yes to my show if I was just like, “Hey, Malcolm, can I come over to your living room and, like, talk to you about books?” That answer would've been No. I was like, “Hey, could I talk to you about your three most formative books and release it when your new book comes out? Sharing with people what I thought of your new book, Talking to Strangers and your three most formative books?” Now the answer is yes. And I get to benefit from that conversation and, of course, record it and share it with people. 

So to me, it's like putting a learning kind of accelerated hill in my life. And I made it a countdown and I made it scheduled. All that stuff I did, Matt, that’s what it forces me to do it. Same with my blog back in the day, 1000awesomethings.com It was one awesome thing, every single week day at 12:01 a.m. for 1000 week days in a row. The system creates the laziness in a way, because I have to do it by the deadline I set.

[0:46:23] MB: Yeah, such a good perspective and and I couldn't agree more about podcasting as a powerful framework to open up all kinds of doors and opportunities? I want to dial this back to something really simple. For somebody who's been listening to us that wants to concretely implement or take action on one thing that we've talked about. What would be the one piece of homework or action item you would give them to start implementing these ideas?

[00:46:50] NP: Start or finish your day by reading 20 pages of fiction from a good book. Reading is – books are magic and reading his medicine. A few years ago, I read five books a year. Then my wife made fun of me and I read 50 books a year. In one year. I wrote an article about how he did that called Eight Ways to Read a Lot More Books This Year. It got published in Harvard Business Review in January of 2017. It became the most read article on the whole website, HBR Network, over that year, and you could link to it in the show notes. That tipped me off that everybody wants to read more. It wasn’t that the article was so well written. It was like when you see the headline Eight Ways to Read a Lot More Books, everyone’s like, “Well, I would like to do that, but I can't. So what did this guy do?

You click the article. Guess what? My advice is no brainer. It's like move the TV to the basement, put a bookshelf at your front door, commit to what you're going to read. So I started an email list of what I'm gonna read. Now because I have the books podcast now, the Three Books Podcast and I like totally eliminated like television, news media, I canceled two newspaper subscriptions, canceled five magazines subscription. All my time and energy outside of my day to day is reading.

I now – this year I'm gonna read like, something like 175 books a year, which I don't think that is sustainable, to be honest with you. But I have to reach 75 year just for my podcast. And because I'm starting and finishing the day with books, it adds up and it makes me, and it will make you a better leader, a better writer, a better speaker, a better father, a better mother, a better sister, a better brother, a better parent. 

Everything goes, gets better when you inhabit multiple consciences. It comes from the quote from Game of Thrones, which is ‘a reader lives 1000 lives before he dies. The man who never reads lives only one.’

[0:48:27] MB: Love the Game of Thrones reference. What a great way to put a bow on that. So Neil, for listeners who want to find more about you and your work online, what is the best place for them to do that.

[00:48:36] NP: Well, my podcast is called Three Books, and my website is called neil.blog.

[0:48:42] MB: Well, Neal, thank you so much for sharing all this wisdom and all these insights with the listeners.

[00:48:47] NP: Matt, thank you. You are doing an amazing service for the world. I love your podcast it's a real flattering honor to be invited. Thank you for having me.

[00:48:56] MB: Thank you so much for listening to The Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say, “Hi,” shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

I'm going to give you three reasons why you should sign up for our e-mail list today by going to successpodcast.com, signing up right on the homepage. There’s some incredible stuff that’s only available to those on the e-mail list, so be sure to sign up, including an exclusive curated weekly e-mail from us called Mindset Monday, which is short, simple, filled with articles, stories, things that we found interesting and fascinating in the world of evidence-based growth in the last week. 

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Don't forget, if you want to get all the incredible information we talked about in the show, links transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top. 

Thanks again, and we'll see you on the next episode of the Science of Success.

January 02, 2020 /Lace Gilger
Emotional Intelligence, High Performance
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Brené Brown, Dan Siegel and Friends - 2019 Holiday Special

December 26, 2019 by Lace Gilger in Best Of

Happy Holidays from The Science of Success!

Consider this mashup to be your personal little Christmas present from Me, Austin, and our team over here at The Science of Success. For this Holiday Special we brought you some of the best moments on giving, connectedness, compassion, kindness, Courage, and much much more. You’ll certainly recognize some of these guests such as Brene Brown, Oscar Timboli, as well as some potentially new faces like John Wang, Dacher Keltner, and more.

Now, usually I’m the one asking the guests on the show to give you some homework but this episode I’d like to ask something of you. This week, find some time to express gratitude and do something special for someone else. This may be as simple as calling a family member, friend, colleague or mentor and letting them know you care about them. Maybe it’s writing a letter to a long lost friend. Perhaps it’s even donating some of your time to help those in your area who may be in need this season.

Whatever it is, express some gratitude towards your fellow human beings. It’s hard to believe we’ve been running the show now for over 3 entire years. It’s been a true honor of mine to help bring so many lessons to you all and to help everyone unlock some of their hidden potential. I can’t wait for 2020 and another exciting year on The Science of Success. As always, feel free to drop me a note at matt@successpodcast.com and have a great end to 2019.

Yours,
Matt

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Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[00:00:11] MB: Welcome to the Science of Success, the number one evidence based growth podcast on the Internet, with more than four million downloads and listeners in over 100 countries. Hey, it's Matt here, and I wanted to reach out and do something a little bit different for this special episode during the holiday season. As many of you know, we released a mash up on gratitude during Thanksgiving this year, and many listeners wrote back in with feedback that they really enjoy the compilation format. And so for Christmas this year, we wanted to expand on that and bring you some of the best moments from the show for Christmas this year. 

Consider this mash up to be your personal little Christmas present from me, Austin, and our team here at the Science of Success. For this holiday special, we brought you some of the best moments on giving, connectedness, compassion, kindness, courage and so much more. You'll certainly recognize some of these guests, including Brené Brown, Oscar Trimboli, and more. But you might see some new faces on there as well. People from back in the day like John Wang, Dacher Keltner, and some exciting guests from our archives. 

Now, usually I'm the one asking the guests on the show to give you some homework. But in this episode, I'd like to personally ask something of you. This week, find some time to express gratitude and to do something special for someone else. This may be a simple as calling a family member, a friend, colleague, or mentor and letting them know that you care about them. Maybe it's writing a letter to a long lost friend. Perhaps it's even donating some of your time to help those in your area who may be in need this season. And one of my personal favorite things to do is to buy toys for Children that are in need through a program like Toys for Tots or the Angel Tree. It's so much fun, and it's a great thing to do around the holiday season. But whatever it is, express some gratitude towards your fellow human beings. 

It's hard to believe that we've been running this show for over four years now, but it's been a true honor to help bring so many lessons to you to help everyone unlock, even if just a little bit, help everyone unlock some of their hidden potential. I can't wait for 2020 and for another exciting year here on the Science of Success. As always, feel free to drop me a note. My email’s matt@successpodcast.com. I hope you have a great end to 2019 and I hope you enjoy this special Christmas episode. 

Yours truly, Matt, Austin and the entire Science of Success Team. 

[00:02:5] MB: Are you a fan of the show? And have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How to Create Time for What Matters Most in Your Life. If that sounds exciting and interesting, and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the home page. That’s successpodcast.com or if you're on your phone right now, all you have to do is text the word ‘smarter’, that's “S-M-A-R-T-E-R” to the number 44222.

We sat down in a previous episode with our past guest, the legendary podcaster Dan Carlin, to uncover how we can make sense in today's confusing world. If you want to find some clarity in all the chaos and confusion, listen to our previous episode. Now for a Christmas special. 

[00:03:57] MB: I totally agree and coming back to the people the perspective of the people who were in the arena versus the people who are in, as you put it, the cheap seats. It’s funny because I have so many young people who are listeners of the show, and I have nieces and nephews who are in high school and college, and they're so scared sometimes to just take the first step. They're so scared, as you put it, to show up. Why are people so afraid?

[00:04:22] BB:I think there are a lot of reasons, and I think some of them are demographic. I think some of them are informed by race and class and gender. I mean, I think it’s complex. But here’s what I would say. When you think about young people, and this is my 22 years of teaching graduate students. We don’t teach people how to get back up after they fall. Because we don’t teach people how to rise, they never take the leap. 

Can you imagine if you didn’t know – If you physically fell and you didn’t know how to get back up? You’d spend your whole life tiptoeing around. You’d spend your whole life like bracing your palms on the hood of a car when you step off the curve, then you would follow the car with your hand until you open the door. Then you’d hold on to the oh shit handle as you try to get into the seat. You would never let go of everything and just walk, because you’re deaf ear would, “If I fall, I don’t know how to get back up.” 

The same thing is true in our socio-emotional world. If we don’t know how to get back up after failure, disappointment, or setback, we will spend an enormous amount of energy making sure we never have to get back up. 

So, for me, I have a lot of bounce. I have a lot of bounce. So, I’m willing to take chances, because I’m very secure in my ability to get back up. I think even if you think about going back really to young, young folks. Even if you think about letting kids experience adversity.

So, one of the conversations my husband and I had very early on when we were brand new parents is we both come from like divorce parents. A lot of really hard, hard shit. Stuff that we would never want to subject our kids to. At the same time, we both really respect our own and each other’s resilience. Did I just say he’s a pediatrician? He’s a pediatrician. So we have a lot of parenting conversations. 

So, the big finding we came to was we need to let – There’s a line between adversity and trauma and we need to let our kids experience adversity, not so much trauma. That kind of sets us back. So, I think having experiences with adversity and knowing how to get back up makes people braver, because they’re willing to take a chance.

[00:06:43] MB: Such a powerful analogy and really shines light on this notion. I love the example of walking around with a fear of never being able to get back up. Because it’s so clearly highlights the idea that the truly important skillset is not whether you’re prefect at walking, but it’s just learning how to get up over and over again. 

[00:07:08] BB: I mean, that’s it. I don’t even know who said the quote, but someone has a great quote that says, “The most important number is not the number of times that you fall, but the number of times you get back up.” That is so – I know it’s like cheesy, like queue the rocky music or whatever. But it’s just true. 

So, what we know – I mean, for me, to be honest, Matt, if I think about all of my work over the last 20 something years, I don’t think that I’m more proud of anything that the research that we did on courage and the fact that courage is teachable, observable and measurable. It’s four skillsets.

But one of the key four skillsets is learning how to get back up. The first big skillset is the ability to vulnerability. We call it rumbling with vulnerability. The second one is really knowing what your values are and how to live into them, because people who are not super clear and just very gray clear about their values and what those behaviors look like are not as brave. They don’t risk the fall. 

The next one is braving trust, learning how to trust yourself and other people appropriately. Then the last one is learning to get back up. So we can teach these things. But I got to tell you. As I step back and think about the way that we parent today. Not everybody, but a growing part of parenting, I think, unfortunately. The way schools are set up. We’re not teaching courage skills. 

[00:08:42] MB: I couldn’t agree more, and in many ways that the root of that idea is what underpins our entire project with the Science of Success as well. I want to dig in to all of these different ideas. So let’s start at a high-level with courage. What is courage? When you say that, when you talk about it, how do you think about how we define courage? 

[00:09:04] BB: It’s interesting, because I don’t have a definition for courage that’s any different than data-driven definition for vulnerability. We define vulnerability as the willingness to show up and be seen when you can’t control the outcome. The definition of vulnerability as a construct itself is it’s the emotion we experience during times of uncertainty, risk and emotional exposure. 

I spent like probably, I don’t know, maybe 5 years, because I spent 90% of my time in organizations, big, fortune 10, big Silicon Valley companies, teaching courageous leadership skills. So, I spent so many years trying to convince people of a relationship between courage and vulnerability. Then it got very clear to me one day when I was at Fort Bragg working with Special Forces, and I asked a really simple question, which was – Because everyone thinks vulnerability is weakness. Everyone thinks that it’s oversharing. Everything is soft. 

So I asked this question, “If vulnerability is uncertainty, risk and emotional exposure, give me a single example of courage in your life on the field, off the field, other troops, other soldiers. Give me a single example of courage that you’ve witnessed or experienced yourself that didn’t involve vulnerability, that didn’t involve uncertainty, risk and emotional exposure.”

It was kind of just silence and you could see these troops, they were just shifting in their seats and uncomfortable and a couple of them started putting their heads in their hands. Then finally one guy stood up and said, “Ma’am, there is no courage without vulnerability.” Three tours, there is no courage without vulnerability. 

So, I think any conversation that we start around what is courage is it’s the willingness to put yourself out there when you can’t control how it’s going to go. If you’re putting yourself out there and you can kind of control or predict the outcome, you’re not being that brave. You’re probably doing good stuff, maybe, but you’re not being courageous. 

[00:11:06] MB: I just got goose bumps when you said that. Such a powerful definition, and it’s something that’s so important. It’s such a needed message in today’s world, today’s society. I feel like so many people stick to what’s comfortable and what’s safe and they’re so afraid to step into uncertainty and to step into risk. 

[00:11:31] BB: Yeah, I mean, it’s the Special Forces soldier. But it’s also the guy sitting across from the person he loves and thinking, “Shit, man! I want to say I love you. Should I wait to say it? Maybe I should wait for her to say it first. Okay, you know what? I’m going to be brave. I love you.” That’s also courage and vulnerability.

[00:11:53] MB: Yeah, that’s a great point. It spans the spectrum, right? It’s these every day moments of life and it goes all the way back out to these heroic achievements in the military and beyond. 

[00:12:06] BB: Yeah. I mean, it’s the CEO of the startup looking for funding and being turned down 50 times. It’s the 51st time. That’s brave. That’s courageous. That’s vulnerable. So, this mythology that vulnerability is weakness, we just cross the 400,000 pieces of data mark, which was a big mark for us. There is zero evidence, zero, that vulnerability is weakness. It is by far our most accurate measure of courage. 

In fact, we have a daring leader assessment. We put together an assessment for courageous leadership, and we worked with MBA and EMBA students at Wharton, at UPenn, Kelog, at Northwestern, and the Jones School at Rice. We spent three years putting together this instrument. Make sure it’s valid, reliable. Basically, it’s as simple as this. I can tell you how brave you are by measuring your capacity for vulnerability. 

[00:13:12] MB: It makes perfect sense, because if you’re afraid to be vulnerable. By definition, you’re coming at that from a place of fear and scarcity. 

[00:13:22] BB: Yeah. I mean, I love the fact that you just said every day scenarios, everyday situations. Yeah, I didn’t know how this podcast was going to go. I don’t know that I’m going to get on it and give it a shot. If I screwed up, it’s going to be out to tons of people, but it’s saying something to your roommate like, “Hey! Dude, you can’t keep leaving your shit everywhere. It’s not working.” It’s sitting down with your boss and saying, “Hey, I understand I messed that up, but the way you’re giving me feedback, I can’t hear what you’re saying. So I want to learn from you, but when you’re yelling and screaming and pounding your first, that doesn’t work.” 

[00:13:58] MB: One of my favorite quotes of yours, and I’m paraphrasing this a little bit, but it’s this idea that vulnerability is not as hard or scary or dangerous as getting to the end of your life and asking yourself what if I had shown up? 

[00:14:14] BB: For me and for the people I’ve interviewed that are late in life, I cannot imagine a more terrifying thing. I do not want to look back. There are two things that are really important to me when I look back on my life and my career. The first one is I do not want to look back and wonder what if. What if I would have said yes? What if I would have tried that? What if I would have said I love you first? 

The other thing is I want to be able to look back and know without question that I contributed more than I criticized, because criticism is so easy. It’s not vulnerable. It’s not brave. Contribution, super brave and hard. Because everyone will have comments and thoughts about what it is. There’s very minimal risk of failure and criticizing. 

That’s why the Teddy Roosevelt, it’s not the critique who counts. For me, it’s really not the critique who counts. So if you leave some kind of really shitty tweet and your avatar is an egg or like the little icon or some movie star and your handle isn’t your real name, useless to me. Block or mute forever, whichever is easiest for me. 

But if you leave a really hard thing for me to hear, but it’s respectful and your name is there and your picture is there, there’s a 95% chance, if I see it, I’m going to come back and say, “Tell me more. I’m curious. Why do you think that? I’m interested. Can we dig in?” I might DM you and say, “This is a really interesting point.” 

I mean, someone made a point about something that I said in Braving the Wilderness. I was talking about Black Lives Matter and why it’s important and I was talking about the dehumanization of people. A woman said, “There's something about the way you framed this sentence that felt privileged and tone deaf to me.” At first I kind of recoiled and I’m like, “Oh my God! I’m out here supporting this stuff that like I’m taking a lot of heat for, and then yet I'm still tone deaf.” But I was like, “Tell me more.” 

We had this long conversation on our DM's on Twitter and I called my agent and said, “Stop the process. Is that a real thing? If need to change something. I wrote something that was in a privileged blind spot for me. I need to change it. I can make it better.” They stopped him and changed it. Random House did. So, feedback, even hard feedback, constructive feedback, difficult feedback, is not the same as being a critic your whole life and never risking vulnerability. It’s just not brave.

[00:16:52] MB: So, how do we start to step into vulnerability, or as you called it, rumble, with vulnerability?

[00:16:58] BB: The answer is pretty counterintuitive, because here's – When I spent the last seven years studying leadership, and I mean talking to everyone, leaders from everyone from Pixar, to Special Forces, from oil and gas companies in Singapore to people who work for the White House, like across-the-board. Talking to Fortune 10 CEOs, really asking what is the future of leadership. 

So, it was the first time I had ever done a study where the answer saturated cross. There was not a single participant who said something different than, “Oh my God! The future of leadership is courageous leadership. We've got to have braver people and braver cultures.” We are facing too many geopolitical, environmental, just technology, everything is shifting so fast that if we don't have courageous people leading, companies won't make it. Organizations won't make it. Governments won't make it. 

So was interesting is my hypothesis was wrong. So I assumed that the greatest barrier to what I call daring leadership or courageous leadership was fear. So as we started moving into this what we call selective coding, I went back to some of these leaders and said, “Wow! Okay, we're hearing it's brave leadership. We hear the only people who will be standing in the next five years and really meaningful leadership capacities are courageous people, building courageous cultures. How do you stay out of fear?” 

These people looked at me like I was crazy. They were like, “What?” I said, “You’re a daring leader, how do you stay brave all the time?” They’re like, “I'm afraid all the time. I don't know what you're talking about.” I was like, “What?” But you’re a brave leader.” They’re like, “Well, you can put me on whatever list you want to, but I’m scared all the time.” 

So, as we started digging in and digging deeper into the data and interviewing more people about that, what I learned was it's not fear that gets in the way of us being brave. It's armor. Armor gets in the way of us being brave. Armor gets in the way of us being vulnerable. 

So, the difference is, let’s say, you and I are both leaders, and we're both on a scale from 1 to 10 thought – We’re both scared five. So, Matt’s a five scared leader, and I’m a five scared leader. But as a daring leader, Matt, you're aware of your armor and you choose to be vulnerable and show up and take it off even though it's really seductive to put it on. I, on the other hand, am not aware about how I use armor to show up. So, I stay in my armor. 

So, the first thing we have to do is understand – I mean, you can’t do any of these without self-awareness. So the first thing is understand what is your go-to-armor. How do you self-protect when you're in uncertainty risk and feel emotionally exposed? 

For me, it's perfectionism. I get emotionally intense and can talk over people. This is not mine particularly, but some people, they use cynicism as armor. Some people – And this is not mine either, but – I mean, trust me. I have a shit ton of it, but these just happens to not be mine. A lot of people have to be the knower. So when they’re vulnerable and feel exposed, they become the knower, and it's more important for them to be right than get it right. 

So, we have to figure – I’m a pleaser. That's definitely mine, and I know when I'm wearing my pleasing, good girl, make everyone around me happy armor, because the armor weighs 100 pounds, but the resentment weighs 1,000 pounds. I become a really resentful, angry person. 

So, where we start with learning how to rumble with vulnerability is examining what myths were we raised believing. Were we raised believing it's weakness? Were we raised believing that it's over-sharing? How were we raised?

Then the second question is what armor do I use to self-protect. Am I the blustery, posturing tough guy? Am I the knower? Am I the cynic? It's all bullshit. None of it matters. What is our armor? Does that make sense?

[00:20:54] MB: That totally makes sense. I love the little quip about how the armor weighs 100 pounds, but the resentment weighs 1000 pounds. 

[0:21:03.0] MB: Definitely. So you touched on and talked a little bit about the band. Just to reiterate, what is the One Kindness Challenge itself? 

[0:21:12.9] JW: It’s actually a really simple thing. Now at the end of the day, like I said, we all want to do kind things. We all realize the power behind kindness, but it’s easy to forget, even right here with us right now. You could think of a time where you’ve done an act of kindness, it could be recently, or it could be from a little while back ago, and I want you to picture that. Picture what it is that you’ve done, or picture what it is that you’ve been seeing somebody else do, and how that made you feel, how that experience felt. 

Like, just take a moment, just really immerse yourself in that memory and how did that make you feel? What are the feelings that you’re going through? What are the experiences that you’re going through in your body? And in that moment, even just now when you are remembering it, when you are picturing yourself there now, what you’re experiencing could be one of a few things. Maybe you are experiencing some level of warmth. Like warmth that is starting up at your chest area, and it could be feeling like this calmness, this serenity and happiness. 

So what is happening there is that your kindness is actually triggered by this thing called the vagus nerve, which is right at base of our brainstem, and the vagus nerve basically controls things like your digestive track and your body functions, but more importantly, it controls your heart and your heart rate. So this has been linked in a lot of ways, the Vegas Nerve to empathy, and feelings of sympathy and empathy, which is why a lot of times when we see somebody doing act of kindness, you get that same feeling as if when you were doing it yourself. 

If you have ever watched those videos, you can go into these great series of videos that are made by a Thai insurance company, and one of the videos has this guy just going around doing these daily simple acts of kindness, and he’s just going around helping people do things like water plants, and helping old ladies cross the street, helping street vendors, giving some money away to somebody who’s perhaps living on the street and not as fortunate as he is, and he’s not a rich man or anything like that. He’s no Bill Gates, he’s no Elon Musk, or some great philanthropist, he’s just some guy trying to make people’s lives better. Every time I watch that video, I get that same feeling. I want to tear up. I just feel like this amazing sense of joy and everything like that. 

So what I’m experiencing, what you’re experiencing in that moment when you’re watching that and feeling that, and remembering that, is that you’re getting a hit of dopamine. You’re getting this hit of oxytocin in your body, where that level is going up, and you’re feeling what scientist have now called “The Helper’s High”. It actually is kind of a high, because you really do get this thrill from it. So our goal with the movement is very, very simple. 

We’re trying to get as many people doing a daily act of kindness, and like I said, it doesn’t matter if you’re doing a massive act like, “Oh, I’m going to go out and help build a shelter, build a hospital down in Peru,” or if you are doing something extremely simple, which is just like, “I am going to open a door for somebody, I’m going to help that lady in the parking lot with her groceries. I’m going to go up at someone and say, ‘Hey listen, I just want to say I really appreciate you and what you’ve done.’” 

Or you might write a note of thank you to my old high school teacher, or my old friend who once helped me and I never got to really express that. All of those count as acts of kindness, and the funny thing about that is that, as it turns out in these studies, there’s not a massive difference between the size of the work that we do, but there is a massive difference in the consistency. 

Which is to say, if you do one act, like let’s say you do one massive act in one day, and then you don’t do anything again for six months, the effect of that is not anywhere near as powerful as if you were to do, let’s say, 21 days of these smaller acts, which is why we tell the people who are part of our movement, we say, “Look, you could participate in this, we hope you participate in it forever, just what an amazing thing you’ll be doing in the world, but at the very least, try it for 21 days. Do it once a day for 21 days, and see how it makes you feel.” 

I can guarantee you, it will change your life. It would change the way you see the world. It would change the way people look at you, which is another thing that we talked about, which is actually kindness makes you look more attractive to the opposite sex, and to other people, which is great, but it would change your lifestyle. It would change how you feel. So our goal is to try to get a million acts of kindness out there, because it’s very clear that right now, we need to more kindness in this world more than ever. 

Whatever your politics is, whatever your background or culture or history is, I think it’s pretty clear that right now the world is going through some changes that, let’s just say, there may be more to this, right? People are becoming a little bit more disconnected. People are becoming a little bit more distant from each other. So we need to build that back into our societies. So that’s what the movement is about, We’re trying to get people to go out there and do 21 acts of kindness at the very minimum, and just watch their lives change. 

[0:26:09.4] OT: I'll flip it the other way though, Matt. If you think about the teacher who made the biggest difference for you at school, generally people say it's the teacher that listen to them. Is that true for you?

[0:26:21.4] MB: That's a good question. I don't know if it's true for me or not. The thing that taught me how to listen is that I was a debater in high school and you have to be able to listen really intently to understand what the other side is saying and doing.

[0:26:34.4] OT: How did that make you a better debater by doing that?

[0:26:38.7] MB: We're flipping the script already. I like it. It made me a better debater, because – and this is something that as you're well aware and you’re evangelizing this idea around the world to be successful at anything. I apply this in business and life, across the board. You have to understand what someone else is doing, what they're saying, what they're feeling, what they're going through, to be able to respond, to be able to provide a solution. 

That was true, whether it's a response in a debate, all the way up to whether you're dealing with a management crisis at a company. It's the same fundamental thing. You have to be able to understand what's really going on and what's really happening and confront reality as best as you can discern it. To be able to do that, you really have to listen very deeply.

[0:27:24.5] OT: The leaders I work with Matt and you highlight this from the debate. One of the exercises I set them is for today, the next day and the next week, listen to somebody in the media you fiercely disagree with. In doing, so not a person who's right in front of you, like it was with your debate, but if you can tune your frequency to make sure that you listen to somebody in the media, whether that's on TV, or radio, or a podcast, whatever they have as an opinion, make sure it's the opposite to you. 

Then you can start to understand the difference between hearing and listening, because if you listen to someone you fiercely disagree with, suddenly you'll become conscious not only of their assumptions, their judgments, their prejudice, anything you find that's different in your historical experience to them. You’ll also start to notice that as a mirror back to yourself and you wonder, “What prejudice am I holding? What assumptions am I holding?”

A really simple tip for everybody, if you want to become aware of your listening blind spots, those things you're not even conscious are true for you. Spend one day out of t6he next seven and spend 30 minutes listening to someone you fiercely disagree with through the media. 30 minutes is important, because for five minutes you can hold it, maybe even for 15 minutes you can hold it. Once you go past the 18-minute mark, you start to get frustrated and you start to get angry and you start to wanted to bake that person there. A really simple, practical tip for everybody; if you want to become conscious of your listening blind spots, listen to somebody you fiercely disagree with.

[0:29:07.5] MB: Yeah, that's a great tip and a great strategy. I want to come back to something you said a second ago that I think bears digging into more, which is this notion of the difference between hearing and listening. Tell me more about that.

[0:29:18.1] OT: We all hear, in fact the very first skill we learn inside our mother's womb at 20 weeks is to distinguish our mother's sound from any other sound, Matt. At 32, weeks you can distinguish Beethoven from Bon Jovi from Bieber. The minute we come into the world, we come into the world on very active birth. The moment you scream is when the clock starts. That's when on your birth certificate, the time of your birth is defined by the time you scream. We spend the rest of our life screaming to be noticed.

Yet, the very last thing that leaves us as a skill when we pass away, when I interviewed a couple of palliative care nurses and doctors is hearing. Hearing is listening to sounds. In fact, while you sleep, you can hear. It's really important that you hear while you sleep. It's part of our survival instincts. Listening is the ability to make sense of what you hear. The difference between hearing and listening I always say is the action you take. Nothing is more frustrating when you have a conversation with somebody. You nod and you commit to do something and you don't do it. The next time they come back they go, “How did you go with that?” You’re, “Oh, I forgot.” They interpret that as, “Well, you heard what I said, but you really didn't listen.”

For most of us, listening is about making sense of what we hear. Deep listening, on the other hand, is helping the person who's speaking to make sense of what they're saying, because too much of listening is fixated on ourselves and understanding what we need to do to make meaning of what they're saying. That's handy, but a really powerful listener helps the person speaking make sense of what they're saying, not just you make sense of what they're saying as well.

Most of us in the 80s and the 90s, they had this amazing movement called the Active Listening Movement, which is focus on the speaker, notice what they're saying, nod, use non-verbal affirmatives like, “Mm-hmm. Mm,” or, “Tell me more,” as an example. The reality is all that's helping you to do is helping you to listen is interesting. Helping them to listen to themselves is even more important.

Matt, there's three parts in neuroscience I'd love everybody to understand before they leave the podcast today. If you are only taking one note, this is the note I'd be taking; if I got run over by a truck and I hope that one thing I pass on to the world is these three numbers. I speak at a 125 words a minute. You listen at 400 words a minute and I think at 900 words a minute. We're going to deconstruct each of those numbers.

This is the maths and science of listening. It's the neuroscience of listening. If I speak at 125 words a minute and you can listen at 400, Matt, you're going to be distracted. You're going to fill in the gap. I'm going to sound boring and there's 300 words you're going to fill in your head, because you can. If you want to try this out, just turn the podcast up to 2 times speed and you'll still be able to make sense of what we say. Blind people can listen at up to 300 words a minute, because they've trained their mind to do that. For blind people, the speed at which they can listen increases their ability to literally see their environment around them.

If I can speak at only a 125 words a minute, a horserace caller, or an auctioneer can speak it up to 200 words a minute, you can still make sense of that, but we're all programmed to be distracted. Again, it's happening for you right now. I'm not speaking fast enough and you're filling in the gaps for those 300 words that I'm not speaking fast enough for you. It gets worse. If you're on your cellphone and you're sending a text message, or a WhatsApp message, or anything else on that phone, it's impossible for you to notice what I'm not saying. It's impossible for you to notice my body language.

Here's the frustrating thing for me as the speaker, I've got 900 words stuck in my head and I can only get a 125 words out at any one time then. The maths is really simple. The likelihood, that first thing out of my mouth is what I'm thinking, there's a 1 in 9 chance, or 11% that what I say is what I'm thinking. I'm at the stage in my life that I'm spending more time with a doctor than I'd like. If they said to me I've got an 11% chance of surviving surgery, I'd be asking for a second opinion. The reality is in a conversation, we should be asking for a second opinion as well, Matt.

[0:34:00.5] MB: I want to explore a couple of the things you said. Those are some really interesting stats. Coming back to something you talked about a second ago, tell me about this idea of how do we help somebody listen to themselves? I might be phrasing that incorrectly, but how do we focus on the other person and the idea of deep listening, how do we help them make sense of what they're saying, as opposed to just actively listening to them?

[0:34:23.5] OT: Yeah. Sot he very first place to start is to remember if there are five levels of listening, level one is not paying attention to the speaker. Level one is listening to yourself. You can't be conscious enough to focus on them. 

They're listening if you've got the last conversation that you just had in your head, or the next conversation, or the fact you've got to go to the gym later on this evening, or the fact you've got to sort out something on the weekend, or you've got a dinner party, or you've got a birthday party and you've got all this noise going on in your head before you even get to the conversation. It's impossible for you to help them listen, until you listen to yourself. You need to be an empty vessel in the conversation, so you can focus on them.

A lot of us come into the conversation as if we jump into the passenger seat of a car and forget to put our own seat belts on. We're driving away in the conversation and all of a sudden, if they slam the brakes on, you're going to go through the front window, because you're not in the same swim lane as they are. You're not in the same conversation. Three really quick tips, Matt, to get you centered, ready for that conversation to help them listen to themselves.

Tip number one, switch your cellphone off. Oh, wow. That's crazy talk. I know. If you're addicted to your phone, which about 86% of us are, just switch it to flight mode then. In flight mode, you can take some notes, but you're not getting notifications coming in. In the data that we've done, 1,410 people, the biggest struggle people have with listening is the distraction of the cellphone. That by far makes up the biggest distraction.

If you want to improve how you've listened and you've got the cellphone switch to flight mode or off, here's two other tips; tip number two, drink water during the conversation. Just a glass of water for every 30 minutes in a dialogue. A hydrated brain is a listening brain. The brain represents 6% of the body mass, but it consumes up to 25% percent of the blood sugars of the body. It's a really hungry part of the brain.

The reality is a hydrated brain can get more blood sugars there faster. Brain that isn't taught how to listen struggles with how to listen. We do a lot of work in the prefrontal cortex when it comes to listening. This is the most modern part of the brain. When it's untrained, it feels hard. A lot of people say to me, listening makes my brain hurt. I always say you're doing it wrong. If that's how you're doing it and we'll explain what that means shortly.

Tip number three is simply this; the deeper you breathe, the deeper you listen. If you can notice your breathing and deepen your breathing, the more oxygen you can get to the brain, the more likely it is that your brain will perform well on the task of listening. Three things before we even start fixating on the speaker is to get ourselves into a state that we're available to hear what they're saying and more importantly, to hear what they're not saying. That's where we're going to go to next. I'm sure that's prompted a few questions for you, Matt.

[0:37:35.8] MB: Many different things that I want to explore, and so many important themes and ideas. I think the place I want to come back to, those are great tips – I really love. I want to reiterate, or emphasize the point you made about putting your cellphone in airplane mode and even the idea of actually telling somebody in a conversation, “Hey, I'm going to put my phone in airplane mode, so I can really focus on you and this conversation,” is a really powerful gesture.

[0:38:01.5] OT: It reminds me of a have a great story I have to share with you. About 11 years ago, Peter was flying from Seattle Microsoft head office. He ran about a 100 million dollar business for Microsoft. It was not insignificant. You figured this guy's pretty busy. I was hosting 20 CEOs in Australia in a roundtable, where he would be at the head of the table. We were in a fancy-pants hotel that had this big boardroom table and he literally just flown in from Seattle that morning. He's straight into the meeting. It was 9:00 a.m. and he was at the head of the table.

What Peter did next really changed the way I thought about listening. He sat down. I introduced him. Then Peter said, “I'm really sorry. Please forgive me. The most important thing I can give you right now is my attention.” With that, he stood up. He took his cellphone out of his jacket pocket, switched it off and put it in his bag. Now what was interesting was what happened next with the other 20 CEOs sitting around the table. What do you think happened then, Matt?

[0:39:10.2] MB: I don't know. They all put their phones away?

[0:39:12.9] OT: Yeah. 14 of them put their cellphones into their bags. Now what that did for the other six was interesting. I don't know if it shamed them into doing something, but I'm guessing the rest switched them into flight mode. 

For a lot of us, we can bring about change just by role-modeling that change. In most meetings, when I do that, the person I'm working with will reciprocate. If we want to bring about change, it's not about asking everybody else to make that change. If you can simply role-model, make an example that you're going to switch your phone into airplane mode, you'll be surprised what happens to the other person, but more important what happens next on the quality of the conversation.

[0:39:57.4] MB: I love that point too about saying the most important thing I can give you is my attention. I might be paraphrasing a little bit, but that was such a powerful example, such a great gesture. It's something that's so simple to do and yet, it's hard and it's not necessarily easy.

[0:40:16.8] OT: What happened at the end of the meeting was fascinating. These execs, they got these amazingly tight schedules. They're in the country for two to three days and they have all these very highly leveraged meetings where he was just going to other locations to do very similar kinds of meetings. I do briefed the group for the next half an hour.

What was fascinating was they said they were expecting the group to talk about the future of technology, or something else to do with technology, or technically orientated conversations. That's what they were expecting from Peter in that dialogue. What they said was – Peter was just asking each of them what they were struggling with personally. He created a pretty safe environment. That group, I know stayed connected well after this event with some of the challenges they were talking about themselves personally. The value that Peter created wasn't just the value around what he talked about technically for a very brief period of time, but he helped everyone listen to each other. That again is a really powerful thing we can do.

A lot of the times if there's three, four, five, six people in the room, we generally hear from the loudest. We don't take the time to make sure that everybody is being heard. That's really critical. Again, the difference between a recreational listener and a deep listener, a powerful listener and impactful listener is their ability to listen to what's unsaid bad. 

Back to the point about helping somebody make sense of what they're saying themselves, the most potent thing we can do as a listener is to help them make sense of those 800 words stuck in their head. Back to the maths again, I speak at a 125 words a minute. I can think at 900. That's an average. Some people can think at 600 words a minute. Some people can speak way up, I think way up to 1,600 words a minute.

On average, we speak at about – I think at about 900 words a minute. If I say the first thing that comes out of my mouth, unless I'm a great actor who's rehearsed my lines well, the likelihood what I say is what I mean, is 11%. You get probably better odds going to Las Vegas and playing the slot machines, or going on the roulette wheel. The odds are going to be much better for you there.

Here's a couple of simple, practical tips; when somebody says something, treat silence at the end of what they say like it's a word. Listen to the beginning of the word, the middle of the word and the end of the word. Treat silence like it's another word. In doing so, what you'll notice is they'll either unpack another 125 words in their head. Well, they’ll pause. Might bow their head down a little bit. If you can remember these simple phrases, what else? Tell me more. How long have you been thinking about this? What else? Tell me more. What else have you been thinking about this?

All of a sudden, just magic happens. You'll be nodding as I say this. What they’ll do is they'll draw their breath and they'll use phrases like this, “Hmm. Well, actually. What's really important on this topic is.” Or they'll say, “Hmm. Now that I think about it, what I haven't told you is.” Or they’ll say, “Hmm. What I've said is interesting, but let's focus on this.” It doesn't matter how it comes out, Matt. What they're doing is exploring what stuck in their brain.

You see, our mind is like a washing machine. While we're on wash cycle, it's sudsy, it's dirty, it's moving around and it's not making much progress. When we speak, it's like the rinse cycle of a washing machine. It's clean water it's coming into our brain. As we speak and express this idea, what's happening to the neural pathways and the synaptic connections is that creating an electronic circuit for the idea to be expressed.

Then the idea takes a concrete form, where we can look at it together, we can analyze it together and more importantly, the speaker can see it and notice it. For most of us, if we just practice saying, “Tell me more,” you'll be shocked what you hear. More importantly, they'll start to understand what they mean, not just what they said the first time.

[0:45:02] MB: Hey, what's up? It's Matt. I want to tell you about the most epic and life-changing thing that we've ever done here at The Science of Success. It's about to happen, and I wanted to personally invite you to join me. We're launching an incredible, live, in-person two-day intensive for fans of the show that want to take their lives to the next level. This will be an intimate two-day in-person deep dive with me where we will go over all of the biggest lessons and greatest life-changing insights that I've personally pulled from years of interviewing the world's top experts on The Science of Success, and I'm gonna show you exactly how to apply and implement them to 10x-ing your own life in 2020 and beyond.

I've spent months planning the life-changing content for this live in-person intensive, and here's what we're going to dig into. You can bring your own unique challenges and desires and get highly specific, tailored feedback on exactly what you need to do in order to achieve your biggest goals. We will personally dig into what's holding you back and find out exactly what you need to do to take your life to the next level. I'll show you how to become a master negotiator and deal with any conversation, no matter how tough. You’ll get the exact tools that you can apply right now to influence anybody using Jedi mind tricks. I'll show you what to do to banish fear from your life and to get rid of negative emotions.

We’ll reveal exactly how you can overcome procrastination and overwhelm, and increase your productivity by more than 10X, and I'm gonna show you how to finally end self sabotage and overcome what's holding you back. And this is only scratching the surface of the epic things that we're gonna cover in this live two-day event. Here's the most important thing. This is not a listen and learn session. This intensive is an immersive implementation experience where you'll walk away with a comprehensive model to take your life to the next level.

After these two days, you'll have a tailored blueprint to see massive results in your productivity, your happiness, your influence, your creativity, and ultimately, in achieving your biggest goals. Because I want to make this a truly amazing experience and I want to give tons of personal one-on-one interaction and engagement with every single person who attends, there’s only 15 seats available for this intensive, and seats have already started filling up.

I am personally committed that for every single person who attends this live intensive, that I will help you create massive results in your life, and I will do everything that it takes to make sure that you have an incredible experience and get the maximum amount of value possible. To find out more and to grab your seat for the intensive before it sells out, just go to successpodcast.com/live. That's successpodcast.com/live to find out all the information.

The intensive is gonna be here in Nashville on January 27th and 28th. All the details and logistics are available at successpodcast.com/live. Grab your seat now. I cannot wait to see you and hang out with you and take your life to the next level here in Nashville in January. Success podcast.com/live, grab your ticket today.

[00:48:30] MB: So getting into the data a little bit, what does the science say? Again because one of the big things on this podcast, we like to be data driven. What does the science say about how to acquire power?

[00:48:42] DK: It’s so funny, Matt. I think a lot of people maybe a lot of your listeners like if you ask them, “All right, be honest, do you want to have power?” They'd feel a little bit uneasy or queasy, right? Like, "Oh, I don’t want to grab power," and in a new way that’s because we think of power as Machiavellian. But I really define power as your ability to advance the greater good, to alter states of people around you and make them do good work. And I think that fits a lot of different social scientific definitions of power that you could apply at the international level. 

So that begs the question of how we gain power, and this is where I was really surprised in writing The Power Paradox about how much we’ve learned to answer this question in the scientific literature. So we gained power, for example, by really listening carefully and really taking in the wisdom and thoughts of other people around you. Abraham Lincoln, in the historical accounts, was just a great practitioner of this art of just empathy, listening, hearing people well, gaining collective wisdom, actually gains you power. 

Another way we gain power is, to put it really simply, by being kind and pro-social. In hunter-gatherer societies, there’s a prize winning essay that summarizes who are the leaders in 48 hunter-gatherer societies living for 200,000 years in the conditions of our social evolution, that really in which our social structure started to take shape. And Christopher Baum observes, it’s really the person who is fair, impartial, humble, and kind, right?

So studies are starting to show, for example, in the competitive altruism literature that if I share, if I’m kind, if I express gratitude, for example in the work of Mike Norton in Harvard in social networks or organizations, people will respect me more. They'll give me status and I’ll have power and influence. So I think in a way, we’re returning slowly, with a lot of exceptions in the world, to our evolutionary roots of power being founded in kindness and empathy and being fair and humble. You seemed shocked. 

[00:51:04] MB: Oh definitely. I think it’s a very counter intuitive finding. If anything comes to mind, I’d love to maybe hear one or two examples from the research kind of about how you came to that conclusion. 

[00:51:15] DK: Yeah, so let me give you a couple of examples, and I think these are just scientific tidbits out there, because I’ve been speaking in really broad terms. So what studies find, for example, is that if you are able to read other people’s emotions well and in The Power Paradox, this book, I present a couple of fun tests of like reading emotions from people’s facial expressions or drawings of emotion. If I can empathize in that way, I actually rise in financial analysis firms, right? I gain more power. 

If I’m a school kid and I’m in seventh grade and I’m facing the Lord of the Flies politics on the playground and I know how to read people’s emotions well, just detecting emotions in their facial expressions, once again I gain social power. If I am working on a team — this is a recent study from MIT by Woolley and colleagues — I am working on a team, we've got to solve some hard problems and I’m listening carefully and asking good questions., really simple practices, my team does better and I gain power, right? 

So these are all specific examples of how, you know, this counterintuitive notion that being good to others actually gets me power. A final example of Adam Grant and Francesca Gina, if I am the manager and I am trying to get people to do things and I simply say, "Thank you," right? I express gratitude, those people are more productive and enhance my influence and power. So there are a lot of new findings that tell us that Machiavelli was wrong, that the pro-social tendencies are pathways to power. 

[00:52:58] MB: I want to unpack a lot of these different pieces. I definitely want to dig into this idea that the mind is embodied and also relational. I want to talk about three pillar training. I want to talk about the wheel of awareness. Before we get into any of those, to contextualize this a little bit more, I want to hear your story about your experience in Namibia.

[0:53:17.2] DS: Yeah. Well, our institute is called the Mindsight Institute. For years when I was in medical school in the 70s, I noticed that my teachers didn't sense the mind and that is they treated people like bags of chemicals. It was very strange. I dropped out of school for a while. Before I came back, I made up this word mindsight for how we see the mind. You have physical site, where you see things like chemicals, or the body, or whatever. Then this mindsight, it's a different system.

Flash forward many years, we became very interested here at the Mindsight Institute as to whether other cultures that represent in some ways, not the influence of contemporary culture, would they have words that try to communicate about the inner nature of our subjective experience, or what we're aware of? That would be how you'd look at the insight capacity of a person to have mindsight, and then how they would use that for empathy. These are two of the three aspects of mindsight. Mindsight is insight into your own mind, empathy to understand the mind of another and integration. The third thing is to honor differences to promote linkages. It's basic kindness and compassion and love really.

We went to Namibia, because there was some reason to believe that genetically some of the ancestors of the group that was the originally the homo sapiens who were the originators of all human beings were there in Namibia. There's some other views these days, but that was the line of reasoning then. We went to Namibia and we went out to different tribal groups and we had the good fortune of being able have a translator with us and interviewed the villagers to see if they used mindsight language. Indeed they did.

That's why we went and it was a really exciting thing. If there was any way to get close to the original ancestors of all of us, we were there. It was a beautiful thing. One evening around the campfire, we were just hanging out with the villagers and I asked the translator to ask one of the villagers a question, because there was a drought there and there was a famine and there was a lot of disease and there was a lot of poverty and people were appearing really, really happy.

It was perplexing from a contemporary cultural view of the importance of material comfort that we associate with what we think success and happiness is. I see a lot of miserable people with a lot of stuff here in the contemporary world, but there we were in Namibia with all these challenges to material comfort, but basically very happy.

The translator says, “You want me to ask this guy if he's happy?” I said, “Yeah. If he's happy, why is he happy?” “You want me to ask him why he’s happy?” I said, “Yeah, please.” He asked the villagers the question. The villager says to me, I will never forget. He says in his language and it's translated back into English for me, he says, “My people are happy, because we belong. We belong to one another in our community and we belong to earth.” There was this silence and I felt incredibly grateful for the response and then this wave of sadness came over me about just thinking about back home in the United States.

Then the villager asked the translator a question who translates it for me and he says, “He wants to know if where you come from, do you belong and are you happy?” I thought about how much misery there is where we are. I said, “There is a lot of experience of not belonging and there is a lot of unhappiness, even though there's a lot of relatively. There's food. There's not the disease you're facing. We have water. I mean, there's a lot of unhappiness and people don't feel successful and they're on this ladder to try to get more successful and more stuff and more of this, more of that.”

We just all stared at each other. That moment has really stuck with me. The whole notion of belonging relates directly to what we're talking about, the mind being both embody and relational. It raised for me back then when I was in Namibia, a deep – it's a question, but it's really like an emotional question thing. What is the self? What it was itself really? My next book is all about this that I'm just starting. This idea of in contemporary culture, we tend to think of the self as your body, or since the time of Hippocrates, you say the mind is just brain activity, or neuroscientists certainly reaffirm that.

That places the mind as the source of self inside your skin and case body. I think there's just something fundamentally limiting about that, if not outright wrong, that this villager was really describing the idea of belonging to community and belonging to earth. Since then, a lot of the workshops I do and the connections I have with – I consider people coming to workshops my colleagues. We're all in this journey together trying to learn. The whole notion of an integrated self would be where yes, you have a body and the body is an I or me, it's an internal locus of your – location of your mind, of yourself.

You also have a relational self that's different. It's differentiated, but it's equally as important and yet, it's not really a focus of what we often do in contemporary culture. It's all about I, me, mine; this internal thing. A relational self will be like an us, or a we.

I started teaching these lectures called from me to we, which sounds cool, it rhymes. One of my online students had come for this in-person workshop and she got really angry at me very appropriately and she said, “I'm really mad at you.” I said, “What are you mad about?” She goes, “The title of your talk.” I said, “What's wrong with my title?” She goes, “It's me to we.” I said, “Well, what's wrong with that? We is important.” She goes, “Yeah, I know we is important, but why get rid of me?”

I go, “Oh, my God. You're right.” She goes, “Shouldn't I be exercising my body?” I go, “Yeah.” She goes, “Shouldn't I be understanding my personal history and where I came from and my relationship with my parents, parenting me inside out approach?” I said yes. “Shouldn't I sleep well?” I said, “Of course, you do all these things.” She goes, “Isn't that all the internal experience?” I said, “Yes, it is.” She goes, “Why would you want to dop me?” I said, “You shouldn't.” She goes, “Well, come up with another name.” I said, “Okay, well how about not only limited to an internal me, but also extended to a relational we?” She goes, “That doesn't rhyme at all.”

I said, “Okay, okay. If you can integrate itself, it would need to be a candle.” Now I'd say this is like a candle is both the wax and the light. You're going to be the wax of your body as a me, but the light of your relationships which is a we. If you integrate that, you maintain both somehow. “Me plus we equals mwe,” I said to her. She was very excited about it.

I've been using we mwe, M-W-E as the simple three-letter word. We've been getting all sorts of other foreign languages born from English, other languages to come up with their own version, like you don’t know it’s in Spanish and things like that. It's been fun, because mwe allows you to have your internal experience, but also puts right into the word the relational identity as a we;  me plus we equals mwe. That's what came from Namibia.

I was realizing that belonging and not just fitting in, but actually belonging where you're maintaining your me, but you really are part of a we, so you're a mwe, is I think for me the, or from mwe, it is the way the belonging lesson from Namibia has come through in what I'm working on now.

[1:01:25.2] MB: Clarifying this for the listeners and making sure that I understand it as well, this idea of the relational self; in a very real and scientific sense is the notion that our minds are composed of in one aspect are relationships with others and with the world as well, is that correct?

[1:01:42.0] DS: Absolutely. When you put the mind as this embodied relational, emergent process is coming from energy and information flow, then basically what you do is with that view, you realize skull and skin don't limit that flow. It's an artificial divide to put the mind and the self, which I think comes from the mind to limit that by your skull or by your skin. The system is energy and information flow just as you're saying, Matt. It’s inside your body and, underscore and, it is also in the energy information flow you are sharing from the body you’re born into, so you do have an internal me for sure. We're not denying that. And you have a relationship with other people and the nature around you, which just to make it two P’s, we'll call that the planet. It's people in the planet is the connection that creates your relational self. It's really an interconnectedness.

[01:02:42] MB: Thank you so much for listening to The Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say, “Hi,” shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

I'm going to give you three reasons why you should sign up for our e-mail list today by going to successpodcast.com, signing up right on the homepage. There’s some incredible stuff that’s only available to those on the e-mail list, so be sure to sign up, including an exclusive curated weekly e-mail from us called Mindset Monday, which is short, simple, filled with articles, stories, things that we found interesting and fascinating in the world of evidence-based growth in the last week. 

Next, you're going to get an exclusive chance to shape the show, including voting on guests, submitting your own personal questions that we’ll ask guests on air and much more. Lastly, you’re going to get a free guide we created based on listener demand, our most popular guide, which is called How To Organize and Remember Everything. You can get it completely for free along with another surprise bonus guide by signing up and joining the e-mail list today. Again, you can do that at successpodcast.com, sign up right at the homepage, or if you're on the go, just text the word “smarter”, S-M-A-R-T-E-R to the number 44222. 

Remember, the greatest compliment you can give us is a referral to a friend either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes because that helps boost the algorithm, that helps us move up the iTunes rankings and helps more people discover The Science of Success. 

Don't forget, if you want to get all the incredible information we talked about in the show, links transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top. 

Thanks again, and we'll see you on the next episode of the Science of Success.

December 26, 2019 /Lace Gilger
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Dan Carlin: Fake News, Misinformation, and Being an Informed Citizen

December 19, 2019 by Lace Gilger in Mind Expansion, Influence & Communication

In this episode we ask: how do you become an active and informed citizen? What are the challenges of forming a coherent view of history and politics? What do you do if your foundational beliefs are coming into question? In a world full of noise, confusion, and fake news - we sit down with our guest the legendary podcaster Dan Carlin to uncover how we can make sense of today’s confusing world. 

Dan Carlin is a political commentator and podcaster. Formerly a professional radio host, Dan hosts the incredibly popular Hardcore History podcast and has been called “America’s History professor.” Dan uses his out of the box,“Martian” thinking, to bring listeners a new understanding of the past. He is the author of the new bestselling book The End Is Always Near: Apocalyptic Moments, from the Bronze Age Collapse to Nuclear Near Misses.

  • Can technological progress ever move backwards?

  • What constitutes an existential threat to humanity?

  • Can technological progress ever regress?

  • The reality is that up until the last few hundred years, progress hasn’t exactly been a straight line up

  • Things are going to be the way they always have.. or they won’t...

  • What is the concept of progress? 

  • Even if you look at the pace of change 

  • Is there a limit to technological change? What happens if we exceed that limit? 

  • Creative destruction creates imbalances in society. Birthing a new age can be as bloody and traumatic as the real thing. 

  • What does it mean to be an informed citizen in today’s America?

  • We often view the world as black and white and listen to pundits and talking heads - but the reality is that the world is infinitely more nuanced.

  • Ask yourself - why would someone do something if they thought it was wrong?

  • You have to create HISTORICAL EMPATHY - put yourself in the perspective of people in the past and try to understand the world from their perspective. 

  • Exploring the grey areas is how you get a more holistic view of the way the world really works. 

  • How do you think about the role of CONTEXT vs the PERSONALITY in the creation of great historical figures?

  • The reality in history is that there are always many different competing and overlapping dynamics.

  • “The rashaman effect” - on top of all the competing forces and dynamics, you have the HUMAN perspectives shaping the way history is recorded, told, and reported

  • Everything is a mosaic of forces and perspectives. 

  • How have you navigated these waters? How do you think about being an informed citizen, forming a coherent opinion.. in the midst of all this chaos

  • “Wisdom requires a flexible mind.”

  • “When the facts I change my mind, pray tell , what do you do?”

  • Challenging your own beliefs is a basic sign of intelligence. You are required by your own consciousness to continually examine your beliefs and hold them up against evidence. 

  • Without questioning your beliefs you have the equivalent of an ideology not a belief. 

  • The news sells ANGER and OUTRAGE. The news is an outrage and anger machine. It generates anger for cash. 

  • What does patriotism mean?

  • Most of the major radio and TV talk show hosts are acting personas.. that’s not what they really believe. 

  • How do we deal with the extreme anger, outrage, and polarization in our current society and political climate?

  • Should we re-read the founding fathers? Should we re-read the romans and greeks on different systems of government? 

  • It’s hard to get out of your own time and your place to form a REAL perspective with less bias. 

  • “He who knows only his own time remains always a child.” - Cicero

  • The vital importance of studying context to get a better perspective on the world. 

  • History and humankind is very messy. That messiness is the true reality. It’s easy to dispense with that, but it’s wrong. 

  • If you could read a history book from 500 years from now, our entire century would be smashed into a paragraph. “Describe the last 100 years in a single page” - gives you a sense of how history is recorded and shared. 

  • Simply trying to get a handle on what’s real is a HUGE challenge right now. 

  • Garbage in, garbage out applies to the information you consume!! 

  • Homework: Try to summarize the last 100 years in a single page, to get a sense for how complex history is and how much nuance is removed by the creation of history. 

  • Homework: don’t trust people who are certain in their beliefs

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Dan’s website and Wiki Page

  • Dan’s Twitter and Facebook

  • Hardcore History and Common Sense Podcasts

Media

  • Big Think - “Is the end near? Podcaster Dan Carlin discusses his new book.” by Derek Beres

  • [VR Experience] War Remains by Dan Carlin

  • Animation Magazine - “‘Hardcore History’s Dan Carlin & MWM Bring WWI VR Experience to Tribeca” By Mercedes Milligan

  • Variety - “Dan Carlin’s WWI VR Experience ‘War Remains’ Opens in Austin” By Janko Roettgers

  • [Podcast Directory] Dan Carlin's Hardcore History: Addendum

  • Reason - “Hardcore History's Dan Carlin on Why The End Is Always Near” by Nick Gillespie

  • The Dallas News - “From barbarians to nuclear bombs, Dan Carlin explores a range of catastrophes” by Michael Hill

  • PR Newswire - MWM Immersive and 'Hardcore History's' Dan Carlin to open 'War Remains' VR Experience in Austin 

  • Engadget - “'Hardcore History' host Dan Carlin wants you to relive WW1 in VR” by Devindra Hardawar

  • DiscoverPods - “How Dan Carlin became a staple in the podcasting world” by Morgan Hines

  • Austin 360 - “In ‘War Remains,’ history podcaster Dan Carlin harnesses the power of virtual reality” by Joe Gross

  • Huffpost - “America’s Best History Teacher Doesn’t Work At A School” By Benjamin Hart

  • [Podcast] History on Fire - EPISODE 44 Dan Carlin

  • [Podcast] The Joe Rogan Experience - #1041 – Dan Carlin

  • [Podcast] Dan Schawbel - Episode 56: Dan Carlin

Videos

  • Dan Carlin’s YouTube Channel

    • Dan Carlin's Hardcore History 50 Blueprint for Armageddon I

    • Dan Carlin's Hardcore History 56 Kings of Kings

    • Dan Carlin's Hardcore History 60 The Celtic Holocaust

  • Talks at Google - Dan Carlin: "The New Golden Age of Oral Historical Storytelling" | Talks at Google

  • TEDx Talks - The New Media's coming of age | Dan Carlin | TEDxMtHood

  • Powerful JRE - Joe Rogan Experience #847 - Dan Carlin

  • The Rubin Report - Political Martians and Hardcore History | Dan Carlin | POLITICS | Rubin Report

  • Learn Liberty - Dan Carlin – How Liberty Requires Rights and Tolerance

  • Dan Carlin – How Crises and Corruption Can Lead to Change

Books

  • The End Is Always Near: Apocalyptic Moments, from the Bronze Age Collapse to Nuclear Near Misses by Dan Carlin

Misc

  • [Wiki Article] - James Burke

  • [Profile] - Nick Bostrom, The future of humanity institute

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[00:00:11] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet with more than 4 million downloads and listeners in over a hundred countries.

In this episode, we ask, “How do you become an active and informed citizen? What are the challenges of forming a coherent view of history and politics? What do you do if your foundational beliefs are coming into question?” 

In a world full of noise, confusion and fake news, we sit down with our guest, the legendary podcaster, Dan Carlin, to uncover how we can make sense of today's confusing world. 

Are you a fan of the show and have you been enjoying the content that we’ve put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on their along with a really great free course that we put a ton of time into called How to Create Time for What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That successpodcast.com, or if you're on your phone right now, all you have to do is text the word “smarter”. That's S-M-A-R-T-E-R to the number 44222. 

In our previous episode, we uncovered the truth about what really holds people back and shared the secret strategy that all successful people use to achieve incredible things. We examined the world's most successful people and figured out exactly what commonalities they share and how you can use them in your own life. All of that and much more in our previous interview with Alex Banayan. If you want to learn what the world's most successful people have in common and how you can apply that to your life, listen to our previous episode. 

Now, for the interview with Dan. 

[00:02:07] MB: Today, we have another epic guest on the show, Dan Carlin. Dan is a political commentator and podcaster. Formally a professional radio host, he hosts the incredibly popular podcast Hardcore History and has been called America's history professor. 

Dan uses his out-of-the-box Martian thinking to bring listeners to a new understanding about the past. He's the author of the new best-selling book The End Is Always Near: Apocalyptic Moments from the Bronze Age Collapse to the Nuclear Near Miss.

Dan, welcome to the Science of Success.

[00:02:38] DC: Thank you for having me.

[00:02:39] MB: We’re so excited to have in the show, Dan. As I was telling you in the preshow, I'm a big fan of Hardcore History and your work, and I’ve listened to so many of the podcasts and really dug into that. But I'm curious, as somebody who's explored many of the most interesting periods and events throughout human history, what inspired you to take on this new project and write about The End is Always Near?

[00:03:04] DC: The listeners. They’ve been asking for something like this for a long time, specifically transcripts are what they wanted. I always thought that they wanted the transcripts because they’d never actually read them, and I have read the transcription, and they’re indecipherable is a good way to put it in terms of – I was a little appalled to be someone some people think is a good communicator, and then to see my actual words in transcript form on the piece of paper was a little humbling. 

So in answering the question though, there were a bunch of people that came together at the same time, people wanting a book, people offering books. That just seem liked something – The time had come to do that. There have been several times when it’d come up and it just wasn't the right time. So it seemed like the right time to sort of move forward with that and just sort of experiment with another storytelling means or outlet maybe.

[00:03:49] MB: How did you pick the topic of apocalypse or apocalyptic moments and what struck a vein with you in wanting to write about or share that?

[00:03:58] DC: Well, I’ve been broadcasting for about 30 years now. So I consider myself whatever else I might be. I’m a veteran broadcaster, but I'm not a veteran book writer. I've written articles before, but that's really different than trying to write an entire book. So I was leaning heavily on the advice of the people I was working with who had written books before, publishers, editors, people like that, and they had suggested that there must be tons of material in our archives that would make a great book. They suggested I sort of lay it all out on the floor, which I've actually never done before with all of my – I never looked back sort of. 

So we laid it out on the floor and they said, “See? You can find some commonalities that connect the various stories.” It was a little like doing one of those inkblot tests from the old psychologist TV show where you go, “Oh! I guess I'm interested in apocalyptic stuff and end of the world stuff,” and I think it was a little revealing personally. 

There was a lot of stuff that connected the material together, or at least in my own mind connected the material together, connected with things like questions that I find fascinating like, “Can technological progress ever move backwards?” for example. That to me sort of fit in to the general template of decline, or end of the world, or things that could knock us back. 

There’s a guy named Nick Bostrom, who’s a fascinating guy. He's sort of like half physicist, half philosopher, and he works at the Future of Humanities Institute, I think it's called, at Oxford University, and he defined – One of his definitions of an existential threat, because I always thought that that just meant the wiping out of life. 

But one of his definitions of existential threat was to have your human capabilities knocked backwards and to never regain your former abilities. Imagine if we lost the ability to shoot satellites or anything else up into space. You could look back and say, “Wow! Our grandparents could do that,” but we can't do that anymore. 

In Nick Bostrom's definition of existential threat, that would fall under the category. Those kind of things are fascinating to me, and I don't think there's any right answers. But exploring the questions, I could talk about that stuff all day, and that's what the book is about, I guess.

[00:06:09] MB: It’s so interesting. I love the way you open the book, which is essentially with that question of have we reached the end of history, or is there a possibility that the technological progress that we've come to see as inevitable and forever increasing could actually regress at some point.

[00:06:27] DC: Well, I think it's fascinating because I think we’ve been on – I mean, if you look at – I always call it the civilizational stock market. If you could draft human capabilities, and I say that because there's a lot of things that we consider to be progress or things that you would measure the standards of a society by. Something like, for example, reading. But reading might not be as important as we think it is. The idea of technological progress is a biased one from the get go. Things that we assume might be important. Things that we do, like reading, for example, might not seem that important to different people in different realities, right? It’s a skill we value, because we use all the time, but that might not be important in another context. 

But if you say human capability, like the ability to do medicine the way we do, or we said shooting things off into space, or computing, or anything like that. Well, if you looked at that like a civilizational stock market, that was your criteria. You could say that we’re on – Let's call it a 500 or 600-year bull market, where things have been going gangbusters since at least the Renaissance and probably since more the Middle Ages. 

But if you look at history on a larger continuum, certainly in certain times in certain places things regress, and people forget how, for example, in some spots, how to rebuild the Roman aqueducts once the Romans are gone. Those are fascinating things to modern people if only because we haven't experienced them in a long time. 

Due to the inkblot test that my editor started, apparently I'm interested in that too. So we ask questions about – I look at it as a fork in the road. Either things are going to be the way they always have, which on one level is terrifying, or they're not going to be the way they always have, which is fascinating. On something like technological regression, either it's going to happen again or it's not, and either one of those questions is something that apparently I'm very interested in, and I frame a lot of the books challenges with that sort of fork in the road tradeoff. 

[00:08:32] MB: That’s such an important distinction, and the notion that if you look at the record of history. The reality is that progress is not always a straight upward line. It really puts into perspective the belief that we have that we may or may not be in a unique historical moment. I'm sure the Romans probably felt the same way that their empire would be ageless and forever progressing upwards.

[00:08:55] DC: Well, and like we said, even the concept of progress is biased, because we look at it in terms of these technological capabilities, because that's sort of the way we frame everything in our society. But what if somebody was judging things more on some sort of moral criteria, and their moral criterion was let's just throw something out there. Maybe they’re pacifistic, and so their moral criterion for progress would be how well are you doing at eliminating violence. 

So by that sort of standard, progress might look, and they might not be able to read. They might not be able to shoot satellites into space. But the way that they value something is based on a totally different system. So that's why capabilities sort of comes to mind, because I think even if you look at the pace of change, I don't think it takes a genius. 

I mean, I'm raising a couple of teenagers right now and I was talking to my wife, there's three years difference between them. Well, it's fascinating how quickly technological change seems to be speeding up the differences between generations, because if you took me, I was born 1965, and you said how different are you from people born six or seven years before or after you? I'm a little bit different, but I'm not a lot different. 

My children who are born three years apart from each other and their friends are quite different from each other, and a lot of it is technological, right? One of them, her generation doesn't seem to talk on the phone at all. They’re completely text-oriented. But her little sister whose only a couple years different for her, they all FaceTime each other all the time. You sit there and go, “Could there possibly be differences due to the pace of – The speeding up of the pace of change in people that are that chronologically close to each other?” 

So I thought about how we’re all guinea pigs in this generation, because we’re all raising kids in an era where there are no metrics, right? So if your child is coming up to you and saying, “Am I old enough to have an Instagram account?” It's not like you can sit there and go, “Well, let me tell you how old we were back when I was a kid getting Instagram accounts.” You have no idea. So you’re just sort of making it up as you go along with this guinea pig generation. 

So I keep wondering, if the pace of change continues to speed up at the pace it is, do you reach a point where it can't continue, right? So I think we've all – Because that's been the world we live in, have become accustomed to and computer hard drives doubling in space every couple of years, capabilities increasing. When you get to AI, theoretically, increasing faster than humans can even do it. Is there a finite limit to that and ability to societally deal with that? To me, that’s one of the ways things could get totally screwed up in the future. 

If you're looking at like nasty things that could happen, certainly, outpacing society's ability to deal with the pace of change is right there. I think you see it right now in some of the more vulnerable societies on earth. I mean, if you look at the culturally constrained societies, I’m thinking of a place for example like Iran, or a China, or a Russia, and these people that are already – These countries that are already having a really hard time. For example, the social media and the ability of people to connect the way they do. That's an example of societal evolution trying to keep up with technological change. 

I think that that's going to be an interesting metric down the road. I mean, 500, or 600, or 700 years of sustained growth in human capabilities and a speeding up of that. Can the civilizational stock market, this civilizational bull market continue forever? I don't know. But those are the kind of things that are fascinating, aren’t they?

[00:12:31] MB: It's so interesting, and you raised a really good question, which is even turning the mirror back on ourselves and saying, “Can we as humans from a psychological perspective, from a social perspective, can we even handle the pace of change?” It's starting to get to a point where in many ways it looks like we can't. If the pace keeps exponentially increasing, it might get even more difficult.

[00:12:52] DC: Well, you say yourself, logically, is there a limit? You start from that premise. Is there a limit? If you suggest that there is a limit, then you say, “How close are we to such a limit and what would a limit mean? What would it even mean to say that there is a level of technological speed that we can't adapt to? What is not being able to adapt to something on a societal level even mean? Are we talking about some of the themes in the book when you get to that pace? That sort of level? I don't know.” But I think you can call it – When you look at – The history books will call them revolutions, right? The agricultural revolution, the Industrial Revolution, maybe you’d say the information revolution. That sort of situation destroys an old world in order to create a new one, right? Maybe you would call it creative destruction. 

But creative destruction creates imbalances and systems – For example, if the whole idea of robotics taking over a lot of the low skill jobs in society is as disruptive as some people suggest it might. Well, then that might be an example of the technological revolution we have now outstripping the systems that we have in place to accommodate life as we know it, right? 

In one sense you might compare it to like a caterpillar who’s putting off his cocoon to grow into this new age, but growing into a new age and birthing a new age, if you will, can be about as bloody and traumatic as the real thing. I mean, I think those are the kinds of systemic questions that you can look at now and say, “If you wanted to try to figure out a way that we could have all kinds of problems, just imagine the pace of technological change doubling and tripling and then asking, “If we’re having these kinds of issues now with some of the more sensitive societies, what’s going to happen to some of the less sensitive societies if the pace of change gets even more in an increased level of speed and disruption?

[00:14:48] MB: Increased automation is a great example of that. Even from a psychological perspective, you can look at it and say things like Facebook's algorithm and the way that people are – There’s so much information out there that people are being filtered and fed only things that they already agree with and they want to hear and all of that, all of these things. When you look at where we are now, if you put that on an exponential curve forward, it starts to get pretty crazy and pretty scary when you think about, “Are we even evolved from a brain capacity standpoint to handle some of these massive changes that technology is going to be foisting upon us?”

[00:15:23] DC: Well, it’s got me thinking of political questions in our own country too. Obviously, as an American, I'm looking in a system where – Obviously, this is the mythologized role of the electric, but you're supposed to be part of an informed citizenry, right? 

Well, what is an informed citizenry mean and what are the minimum standards we would expect to be an informed citizen? Does the minimum standard change over time? So, for example, there was a mythological Golden age when I was growing up that never really existed, and it was the mythological growing – It was the golden age, the truth in media could be trusted, right? So if you had the New York Times, or the Washington Post, or the three TV networks that we have when I was a kid and they told you something, there was a general belief in the validity of the facts, especially if they agreed on the facts, right? 

So if the Washington Post and the New York Times agreed on something with different reporters, you could kind of say to yourself, “Okay, this is a fact. We could debate things at work over the water cooler and we could cite the Washington Post and you'd have some fact you could use as part of being an informed citizen and having the sorts of political discussions,” but theoretically we inform citizens they’re supposed to make it a representative democracy. 

But what if all of a sudden the fake facts that were never real to begin with in the past becomes so drowned out in see of information much of it the equivalent of the aluminum foil type stuff that they throw out of aircraft to confuse heat-seeking missiles, flash I think they call it, right? If you're trying to separate the wheat from the chaff in terms of useful factual information 50 years ago, that's a lot easier to do than if you're trying to do it today in the era of fake news and click bait and all this other kind of stuff. 

So if you ask yourself what the job of an informed citizen is 50 years ago, it would seem to me to be a lot simpler than that job today. So does that actually have ramifications for our ability to govern ourselves if it becomes remarkably difficult to be a discriminating informed person? If the speed of change is part of what's creating that problem, I mean, you could connect the dots a little bit and come up with the fall of the United States of America due to information overload if you were so inclined, I think.

[00:17:45] MB: Absolutely. The interesting piece, and I'm curious what your perspective is on this, but the interesting thing about trying to sift through all this information and figure out what's true, what's not, how should we create? If we’re striving to be an informed citizen, how should we think about consuming information? How should we think about learning? How should we think about issues and problems and challenges in our society?

One of the things that I’ve uncovered in my own quest for wisdom and knowledge is that almost everything is much more nuanced, much more subtle, much less black-and-white than you would see or understand it to be in the popular media, or you here talking heads on TV explaining it about. As somebody who spent a tremendous amount of time digging into some of the most dramatic and eventful historical things that have happened to our world, what's your perspective on how we often view things as being really black-and-white, but in reality there's so much nuance and complexity to it?

[00:18:44] DC: I couldn't agree with you more. That's my answer. Here is the thing. To me, this is what separates informed people from not informing people, because simply understanding that no matter what you're hearing, there's going to be multiple views, gray areas, nuance. I think some of us are born with a devil's advocate gene, and I have that certainly. It's almost a knee-jerk response to people who will say things to me. I'm not saying it’s necessarily a positive thing. I can't help it. But anybody that says anything that's too black or too white, I'm always sort of, “Well, you know, but there’s also this.”

I think also this idea that you could have one side of an issue be correct. I can even see the points of view sometimes, or at least I can find them valuable of some of the most wrong people you could ever see in history, right? Because you have to ask yourself why human beings would do something if they knew it was wrong? A lot of times you find out, “Well, in their own mind, they didn't think it was wrong.”

So then you start examining, “Well, why didn't they think it was wrong?” Even if you still at the end of the day come to the conclusion that these people were totally deluded, totally evil, totally wrong, you could start to say, “But I could see that if you believed A, B, C like they do, you could come to the conclusions C, D and E like they did.” 

That right there is a recipe for creating, in my opinion, historical empathy, because you have to understand how even – I mean, I think the very first Hardcore History show we ever did was an amazingly short 20 minutes now that we look back on it. But the entire show was asking questions about the motivations of two people who killed a ton of people; Hitler and Alexander the Great, and asking about what they thought they were doing. 

If they thought they were doing something good, even if they were involved in terribly evil stuff, does that make you think differently about them, right? The entire exercise was so blasphemous at its heart. But I think it's indicative of our need – I mean, I was reading something the other day that was talking about the human need to designate certain figures as particularly monstrous. 

So we just mentioned Hitler. So let’s look at him for a minute. If you decide that Hitler is this terrible outlier figure, then the argument that I was reading the other day was saying that what you're essentially doing is letting all the other people off the hook that were part of Hitler's plans being carried out. I mean, you can't just call every single person in Nazi Germany an unwilling dragged into its sort of robot. If you suggest that Hitler's this great outlier, well then we lose track of maybe one of the important lessons of that whole affair, which is this can happen to otherwise good people in an otherwise – I’m using air quotes with my hands here, “civilized society”, right? 

So I think exploring the gray area is how you get a more holistic view of the whole thing. If we can just blame things on bad leaders, for example, then we’re not examining the parts of the story that might help explain our current times even better, right? It's very easy to blame a president, or a prime minister, or a dictator. 

But if we have to look in the mirror and realize that we play maybe a little role, but a role in this as well, then it becomes a much more interesting story to me rather than good and bad leaders. What we have are interesting human being in certain circumstances that are challenging and how we respond to those challenges. Well, that’s something. I mean, I think the whole book that I just put out is about that. How human beings respond to challenges?

I think being able to put the blame on certain outlier human figures takes away some of the nuance you were just talking about, right? We could say Hitler's an evil madman. When I was growing up, we’d say Hitler is an evil madman. What else do you need to know? It's a far more interesting story to talk about things like the Milgram Experiment and other things that were done after the war to try to examine every average person's ability to become a Nazi, or a killer, or a tool in some authoritarian society. Again, a very long-winded question to answer, but I hope that sort of answers what we were asking. 

[00:22:53] MB: I think it underscores the importance of having a much more nuanced understanding of anything. I was actually going to bring up the Milgram Experiment. That’s a perfect example or a perfect instance of how anybody can, under the right context, completely change their behavior or do something that you may consider barbaric or outlandish. 

That brings me to a broader question, which I'm really curious about. How do you think about the role context and environment in the creation of great historical figures versus the role of personality in individuals? 

[00:23:25] DC: Oh boy! We could go down the rabbit hole on this one. Anybody who studied history for five minutes knows that there're all different schools of thought of this, and it goes up and down the spectrum and the current view in vogue changes. On one end of the spectrum, you even get to the heavy-duty postmodernist school of thought, which when you finally get there – I mean, some of the mower really out there postmodernist in terms of being at the edge of the spectrum throw their hands up and say, “What's the point of history at all, right? You can’t know anything.” 

When you ask me mine, I mean, I have a friend who believes in chaos theory. That would maybe be the other end of the spectrum. But in my mind there's an interplay, and I think it's obvious. I don’t think I’m breaking any new ground by suggesting that I'm one of those people who believes in many different things at the same time acting on each other. But I'm not somebody who rules out the human question, because even if you say, and I’m going to use Hitler, because he’s always my favorite. He’s so extreme that we play on the edges of reality and extremism with him. 

I mean, you even say that you can't have a Hitler unless the economic and historical forces of the time period open the door to one arriving. I agree with that, by the way. But then I would counter by saying, yes, but they don't have to be like Hitler, right? Just because the door is open doesn't mean a particular person with his particular proclivities has to be the guy that walks through it. 

Now sometimes the tenor of the times may mean that you got to have some extremist, because there are extreme times and the door has been open for an extremist, but does it have to be an extreme anti-Semite, for example? Not necessarily. So I do believe you have economic forces mixing with social forces, mixing with the technology and the challenges. We talked about systemic challenges that the pace of change puts on our society. Then you add the individuals. 

I mean, for example, I would've been one of the people that was arguing that the United States was ripe for having an outsider president who was not one of the two main parties, who was denouncing the system and all these kinds of things. But that doesn't mean it has to be the particular guy that it is now with his particular proclivities. 

He puts his own unique stamp on the tenor of our times, and had it been another person who was an outsider lambasting the political system, they might've had their own little idiosyncrasies that they brought to the table. So like I said, I'm hardly breaking any new ground by saying it's all sorts of forces interacting with each other. Maybe if I understand it correctly, I come around to my friend’s chaos theory position after a while. 

[00:25:56] MB: Once you start to think about that too hard, you start to dip into some trippy physics and science. 

[00:25:59] DC: Absolutely, and the postmodernist stuff where you throw your hands up and go, “Why are we even having this discussion? Let's go get a steak.” 

[00:26:07] MB: It's so crazy, because even if you look at any moment in history, any event in history, any great figure or even in your everyday lives, that this comes back to what we're talking about a minute ago. The importance of understanding that there’s so many competing factors and events and influences and forces that are all pulling and pushing and impacting everything to even have a true understanding of even one instance, one event, one person is a tremendous amount of work and research and subtlety to truly form a perspective.

[00:26:38] DC: I wish it was as simple as you just laid it out, but let's also remember that you also have all the different people’s individual viewpoints. There's a Rashomon kind of effect, or the other way I always describe it in case people didn't know what that meant, because not everybody had seen that. There was a Gilligan's Island episode that anybody who grew up watching Gilligan's Island would remember where the whole episode was focused around crying. Then the rest of the episode showed you every person on the island’s different interpretation of what they think they saw. It sort of a lesson in how – I was just reading something by a historian named Carr who would write about the process of writing history. He was explaining why history is different than many of the hard sciences. He says because it is human beings as the thing that’s being observed, but the observers studying them are also human beings, which makes it particularly weird, because you can only study things from your own perspective from your own times with your own biases. 

So I would suggest that everything you just mentioned is playing on reality, all those forces. But at the same time we also have different people’s impression of what they're seeing. So we had mentioned some of the problems facing Iran in terms of them trying to exert some sort of social control in an era where social media and all that stuff has made it so difficult. 

Well, we here in the states are going to have one interpretation of what that looks like to us. You're going to have people in Iran who may be would love to see the government go away and love to have more freedom that are going to have another impression. Then you're going to have hardliners in Iran who don't want more freedom and think things are fine the way they are and maybe even would like it more impressive who have another way of viewing this problem. 

I mean, add all that into it and throw in the fact that facts are very hard to come by in this particular era of fake news everywhere. Again, you can see why the postmodernist just say, “What are we doing even analyzing this? It's too complicated. We’re going to need supercomputers just to figure it all out.”

[00:28:37] MB: It's funny. We also start to even dabble a little bit and overlap with things like quantum physics when you're talking about the observer effect and how even in something as hard as physics, the observer has an effect on the research and the results and you cannot have an objective measurement. It's always subjective.

[00:28:54] DC: History has been wrestling with this for a long time. I always feel like it's one of the freedoms I have not being a historian that I can actually tell narrative history’s storytelling a little bit like we used to because I don't have to sit and endlessly point out the inconsistencies in things like – I mean, I try to give the sense of the Rashomon idea and everything is a mosaic, but you could see how something like this would be remarkably constraining for anybody trying to make sense of it first to themselves and then trying to explain it in a way that's fair and genuine and that illuminates all this lack of ability to get your hands on what's going on, and yet at the same time leave them with something of value, right? I would not want to be a history teacher in this particular time and place, because I think they have a very hard job.

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[00:31:24] MB: How do you think about navigating these waters in the sense of being an informed citizen forming a coherent opinion about, let alone, history, but even just current events in the midst of all of these chaos and the midst of all of these competing perspectives and facts and forces? How do you personally start to create some kind of clarity and form a perspective in all of that?

[00:31:51] DC: It's a personal crisis actually right now to be honest, and that’s why I'm not doing the podcast that we always did on current events, because I think we're living in interesting times. It's caused me to back up and have to maybe examine some of my foundational beliefs, which might have been true when I was growing up. But because of all the things you and I have already been discussing, the challenges facing us in relatively early 21st-century world. Are those foundational beliefs still relevant? Were they wrong initially or were they right then and they’re no longer right, or are they timeless? 

I'm trying to figure some of these out for myself. I mean, the perfect example is the informed citizenry question. I've been a professional observer of current affairs and news since I got into news in 1989. So I'm a person who used – Before there was an Internet, my job was to read five newspapers every day. You get very good at teasing out nuance and bias and all those kinds of things. 

If I can't figure out without a lot of work and evening with a lot of work, the reality of what's going on. How could we expect your average observer who doesn't do this for a living, who hasn't done this for 30 years, who has a life and other things they have to worry about? How can they play their role of informed citizenry? I keep trying to figure out if it's any harder to play that role now than it used to be. I mean, what if we said this – This is another rabbit hole, but I was trying to figure out the minimum standards, right? I don't believe in IQ as a measure of intelligence, but I have nothing else to play with right now. So let me use that and we’ll just disclaim it intensely right now. 

But let's pretend that if you had an IQ of let's say 95. That was enough 100 years ago to be an informed citizen and to do your job and to figure out the facts through all of the misinformation and all the other things that we require, right? To make sense of your world at a minimum standard, you’d have to have a 95. 

Okay. If you had a 95 today, is that enough, or is the world and its increasing complexity mean that you’ve got to be a 105 on the IQ scale to do as well as a person with a 95 100 years ago could do? If that were true, what does that mean for society? I don't have any answers, but I'm examining my foundational beliefs enough right now even such beliefs as my utopian belief at a Jeffersonian agrarian society and whether or not something like that is still viable. 

Now, I haven't come up with any answers, because if I did I think I’d talk about them on a podcast. But I think the sheer fact that I'm forced to re-examine my beliefs at such a foundational level is in my opinion an example of what unusual and may be revolutionary times we live in right now. There's that old line, wisdom requires a flexible mind is how I describe it. But I like the economist when Keynes was asked famously by a reporter, I think it was, and I always disclaim this, because sometimes I'll give quotes that I think are true and then you find out, “Well, that actually was really said.” 

But supposedly Keynes answered a reporter who accused him of what we would call today flip-flopping on a position and Keynes is supposed to have answered, “When the facts change, I change my mind. Pray tell, good sir, what do you do?” I feel like that’s the position I find myself in right now. I think the assumptions that I would base my political opinions and beliefs on 25 years ago upended by modern society. So what do I do in reaction to that?

So an answer to your question, I feel like I'm reassessing thing right now and I can’t imagine anybody would be completely comfortable in their old beliefs without at least some self-examination based on current events. They’re so unprecedented. 

[00:35:37] MB: The thing that scares me the most is not people that are uncertain. It's the people who are dead certain and are locked in so believe that they see everything perfectly that they are right, that their viewpoint, their perspective is the truth. I think it's healthy to have a level of uncertainty and to step back and question any belief or any perspective, because to me the people who seem the most committed and locked into their beliefs are – I almost view that as a direct contra indicator of what's actually true.

[00:36:05] DC: If you don't challenge your own beliefs – I mean, to me that’s a basic sign of intelligence. Not that you have to come up to any different conclusions, but you should be thinking about. I know a lot of people who don't even think about this stuff, and more power to them. They may have figured out the secret for a happy life. 

But if you think about this stuff and if you take it seriously, maybe you talk about it if you debate it with people, well, then I think you are required by your own consciousness of these matters to continually examine them and hold them up against evidence. Because otherwise all you have is an ideology, a rote ideology that you basically believe like a religion, and no amount of facts will get you to change your mind, like [inaudible 00:36:46] was talking about. Instead of changing your mind,  you will simply decide to find other facts so that you can keep the position you would always had and find something to justify. 

I would add a different adjective than the one you added. I would add dangerous. I think that's dangerous, and I think if enough people believe something that if they examined it might have to actually conclude wasn't true. So they don't examine it. I think that's dangerous, especially with society where were all supposed to be informed citizens. To me, being an informed citizen requires you to change your mind as the facts change assuming that a person like me with maybe a 95 IQ could assert or determine what a fact was.

[00:37:26] MB: I agree that it's dangerous, and in many ways this podcast itself is a project to try and help people develop the thinking tools necessary to make sense of the world to form coherent opinions in an environment that we've already shown and discussed is increasingly more difficult to do that.

[00:37:44] DC: There’s an old line that the people who would seek someone like your show out, or someone like you out, because they're curious about these sorts of things, that they're not the problem. These aren’t the people you have to worry about. They wouldn’t be listening to you if they weren't looking for some nuance or some deeper explanations or whatnot. I tend to think – Listen, I speak from a guy who used to be in the business. 

I think part of our problem in this society that we have right now is we have propaganda on our airwaves disguised as intellectual discussion, because I have no problem with intellectual discussion and free speech, but I think we have to remember that in this society, let’s just say the radio, or the television. So we have news stations that give political positions, or we have talk shows that advocate political points of view. 

I think people lose somewhere along the line the underlying reality that none of those things are really the free speech that we pretend they are. They are instead entertainment, and they’re done for money. So when you have people, I like to call them the professional dividers. They divide people for money. They divide people for ratings. Their interest is not truth or illuminating facts. 

I used to get off the air and I used to do talk radio five days a week, three hours a day, and the reason that I migrated to podcasting when it first arose so willingly and so enthusiastically is that I would fight with my program directors, and I mean almost fistfights, on a regular basis, because I would get off the air and we would always have the same argument about my need to create more. The word they used was heat. The reason they liked heat was because it got callers going, it got people interested. You do not have to be all that deep. You did not have to have intricate discussions, and you couldn't have intricate discussions and talk radio, because the assumption always was that you had listeners getting in and out of their cars all the time. You had new people every 15 minutes. So you couldn't get too deep into a discussion because you were obviously going to be talking to new people all the time.

So how could you get people excited, enthusiastic, willing to tune in the next day, willing to buy the products that you’re advertising? Heat, right? Everybody can understand anger and outrage. But if anger and outrage and creating anger and outrage is how you do a good job, and if doing a good job means getting more people to listen to the station so that they can buy the things that are being advertised, then what you have is an outrage and anger and heat machine for cash. 

I think if anybody goes and studies something like the genocide that happened in Rwanda in the early to mid-1990s, they will recalled the role played by propagandistic radio broadcasts. This is stuff that we need to be careful about. Now, I would say if we’re talking about real free speech, well, then I take that very seriously. My general attitude is I'm pro-free speech across the board. But I think we make a mistake when we think about something as free speech.

Pick your favorite radio talk show host, for example, and what you really have now is a moneymaking outrage machine instead. It has nothing to do with free speech. It has to do with keeping people at a pitch level of anger and often focusing that anger like the Rwandan radio did at some other segment of society, right? We've gone from intellectual discussions, theoretical intellectual discussions, to blaming your fellow countrymen for everything that's wrong. 

That doesn't end well long-term, and I think we talked about nuance earlier and the ability to step away maybe and examine things with sort of preconditions and the biases sort of stripped away. I think if we look at this heat creating, anger creating machine that we do for money that we’ve created under the guise of free speech and open political conversation, I think we would realize that we’ve created something that’s tearing us apart. Again, for money, and for profit, for – Not to sound like I’m anti-corporate, because I’m not, but for big, multi-billion-dollar corporations. I think it would be relatively important to understanding how things got to where they are now to include this angle in the debate. 

But it's farther than most people who enjoy this sort of stuff examine it. That gets me back to the question of what sort of an IQ? How intelligent do you have to be today to play your role as an informed citizen? Do you have to be able to tease out the propaganda and the dividing us for profit, or do you just have to be able to listen to the arguments those people who were dividing us for profit make intelligently? I don't know. This is what I meant about me sitting back and sort of re-examining my foundational beliefs. I can just tell you that if you look down the road though where all this is heading, it doesn't look to be a very good destination, does it?

[00:42:36] MB: Definitely, not and I love the image of the news as an outrage machine that's just grabbing cash essentially. You're totally right. It brings us back to what we are talking about at the very beginning of our conversation, this idea that technological progress in a broader sense, the news, media, and now even more so with social media and algorithms feeding us, feeding that heat machine even more so. Our basic evolutionary instincts are being hijacked and turned against us. It's a scary road when you look down it.

[00:43:07] DC: What I tried to explain to somebody once is if you think of patriotism as creating a better long-term outcome for your country, then I don't see how demonizing the other half of the political spectrum can in any way shape or form get you anywhere near that goal and probably get you farther away. 

So if you equate patriotism with creating a stronger country, and that in my mind would mean Americans – Obviously, you have an international show, but I think people can relate to this all over the world. I think if you talk about creating a country that is stronger and more unified – Well, look. I mean, we have people – Go read the comments that people make after news stories. We have people that are ready and willing and would look forward to some sort of Civil War type activities. 

I like to say that I feel like we’re in a cold Civil War now. How is that good? It's so fascinating to me that we haven't spent very much time stepping back and examining how we got to that place, right? Rather than blame the Democrats, or the Republicans, or the politicians, or this, or that. I mean, how about we take a hard look at the entities that are ginning up the level of anger and aggression and heat understand their motivation? 

I mean, the dirty little secret in talk radio that only people in talk radio used to know is that a great many of these so-called political figures in talk radio don't believe any of that stuff, that they have a completely different attitude on their own time, but that that's a persona. It’s acting. Again, it plays into the whole lack of reality and the whole thing, but that's not to say that it isn't full of real things that can hurt the country. Does that mean you should have no free speech on the airwaves? Absolutely not. But in my opinion, it should be genuine. It shouldn't be set up deliberately to create anger and outrage directed at your countrymen. 

If you did that as an individual, you might be arrested for incitement to riot. But if we do it as part of an entertainment program, no problem, it's interesting. If riots are what you get in the end, then what do you say? I always think that if we don't manage to police ourselves, them when bad things happen, those things will get policed in ways we don't like. Nobody wants to curtail free speech, but if free speech ends up creating violence and death and anger and riots and all that other stuff. Let's not pretend it can't happen, the late 1960s, early 1970s in the United States and all over the world was a lot more disruptive than most people realize. 

But, I mean, if you found out that it was let's just say the media that took us to that place, you're going to have calls to limit those kinds of things in ways that might be much farther than what you would ever do today in cold rationality saying, “How do we deal with this creating anger for money problem?” I always say that if you think about it now, you'll avoid worst-case situations down the road when everything hits the fan.

[00:46:09] MB: I wanted to dig into that a little more, because I asked you a different variation of that question earlier. But how are you thinking about changing your own thinking and behaviors as a result of this? Do you see a path forward or a path beyond this?

[00:46:22] DC: Well, what it has done is it's – I always retreated to my books. That’s what I do. We all do things differently, and I'm retreating into two things lately. One is I’ve gone back to the founding fathers of the United States quite a bit to get different impressions, because we always think of those people as being of one mind. But if you spend five minutes into it and you realize, “Well, there’s Hamilton, there's Jefferson. They're very different.” You start to –

So I've been rereading people that in my youth I sort of sneered at more, people like John Adams and stuff. People who didn't have as much regard for like an open democracy as a guy like Jefferson might have. I'm starting to see his point more and more, which bothers me actually. So that's what I mean about it. This is a process for me. Then I’ve gone back and I've been rereading critiques by the ancient authors. So you go back and you read Roman and Greek critiques on different systems of government. 

So one of the biases that we have to account for is that you and I are both raised in an environment where democracy ruled by the people, all that stuff is something that is so a part of our lives that it's hard for us to think of any governmental system that isn't like this as being moral, or functional, or right, or defensible. 

But if you go back to time periods where people are raised in a different reality, will then they see it differently. So you can read these ancient Greeks talk about the relative merits, the pros and cons of all kinds of different governments, right? Autocracies, monarchies, democracies, and they do so with less bias than we do, and it's fascinating to read their critiques of representative societies, because when you read them now you kind of go, “Hmm. Well, they kind of have a point. We do see a little of that.” 

So it's hard to get out of your own time and your own place. I think an intelligent informed individual begins by realizing that, right? That it's hard to get out of your own time and your own place. So how could you do that? Are there methods or ways to do that? Well, read from somebody who’s in a different time and a different place and see how they view things like democratic government, and see if you can learn anything from that, or see if you get any ideas. 

Between reading the Ancient Greeks and Romans, which the people who wrote the United States Constitution and the earlier articles of Confederation, they were all reading those guys too, and then read them. I'm having some interesting thoughts. Let’s put it that way. I haven't come up to any conclusions. But if you ask where all this is going, this is from a guy who writes a very pessimistic book. But to me when you look at where this is going, I don't think we’re going to have much of a choice in the matter. I think we’re on a path right now where things are going to happen and then we’re all going to have to figure out how to respond. 

That's not going to give us the level of flexibility that we pretend we have now when you and I are discussing it in a podcast. But in answer to your question about how this is affecting me, I'm thinking about it a lot and I'm re-examining some ideas I had for a long time about the ability of people to adequately govern themselves. 

When I say that, I include myself, because I spoke at Harvard a while back and there was a Q&A at the end of it. An 18-year-old woman got up and asked me a question that has really stuck with me. She said, “Look, I’ve only become aware of the world around me and everything that's happened before over the last year or two, and I’m very interested in catching up. I want to read things that make me more informed, and I want to find out facts, and I want to know what's going on. Can you please give me some suggestions of websites, or newspapers, or outlets that I should be paying attention to to become more informed?” 

In other words, this is what you hope renews your country every generation, right? The people that come up and want to sincerely play their role as informed citizens that are asking you as an older informed citizen how they go about it, and I could not answer her question, because I didn't know what she should be reading, and I don't know what she should be listening to, and I don't know how to teach her to tease out the facts from the falsehoods, because I'm having a devil of a time doing it myself, and I have tons of experience, and I’m 54, right? To me, that's the crux of the problem. 

Now, listen. I’m a proud capitalist and I tend to believe in the better mousetrap theory of things. So there's a part of me that says that the more we devalue facts and the more we devalue whatever passes for truth in a world where different people see truth differently and probably quite correctly so. Is there a better mousetrap for somebody who comes along and actually brands themselves as a news and information outlet that you can absolutely trust? 

In other words, their profit motive is dependent upon their truth being factual and something that if you check you’re going to find out, this is the one outlet you can trust. Their record is 9,000 times better than anyone else. Have we opened up the door to a vacuum being filled? Maybe. I would call that a best case scenario outlet. I would still suggest that our inability to come up with a view of reality, because you see the world through your eyes, and I see the world through my eyes, is always going to inhibit that. 

But my goodness! At this point, if I could tell that 18-year-old Harvard student, “Well, you know, nothing’s perfect. But go to this website. They're pretty good.” I would look at that as an improvement over the current situation.

[00:51:30] MB: I totally agree with that, and even coming back to the strategy you shared a minute ago, the idea of getting out of your own time, your own culture, all of the biases that you have and reading things from way back in the past. It's such a great idea. When I try to cultivate and build my own toolkit of knowledge, my own mental models, I try to study things that are more timeless that change very slowly over time as supposed to studying current events, because if I can build a mental framework on these bigger pillars of slowly moving or unchanging knowledge, my hope is that I can start to see things with more clarity in the present day.

[00:52:10] DC: There’s a line. I think it was Cicero who said it, and I’m going to butcher it for memory. But the line is that he knows only his own time remains always a child. I’ve always thought that that has a huge amount of validity to try when first started talking about context. That's what that quote really refers to, right? How do we get to where we are now? 

If you study context, then that provides an answer to many of the other things you brought up; nuance, gray area, because contexts helps you understand gray area better, right? Like I said, when I was a kid, when you studied the second world war, we love to just talk about Hitler, the crazy, mad man. But that didn't explain why people followed him, and it's understanding years before the Great Depression hitting the United States, what the Great Depression did to Germany. What the losing of the first world war did to Germania. 

I mean, you go down the list of all these things and all of a sudden you start to understand people's psyche, the average German psyche a little better. Now the story becomes less black-and-white, less easy to write off as just some loon who took over and all of a sudden we’re off on this historical joyride because this one guy wants us to be. 

But once you understand the nuance, well, then you have to sort of go, “Well, I could see how those people might feel this way if I'd gone through this same thing, and now you're getting empathetic, and it might make you feel bad because you're getting empathetic with people who might've supported a Nazi. 

History and humankind, it’s so messy, but that messiness is the true reality. It’s satisfying on a human level to dispense with that and just get into the black-and-white stuff and, “These people are the problem, and if we could just do this and do that, they’re right and they’re wrong.” It’s very satisfying, but it's also totally incorrect. 

As you pointed out earlier in this discussion, it's only through delving into these things a little bit more deeply that you get a chance to see how messy and nuanced and how much is really going on beneath the surface. I always say, if you could read a history book about our times now, from 500 years from now or whatever passes for a history book in that time period. You're going to see our own time distilled into something that you wouldn't even recognize, because only the largest things are going to make it into the history book. 

All the little subtleties that you would notice in your own time will disappear as time turns into like an accordion, right? 500 years from now it’s going to look like the first and second world war happened practically yesterday, and time compresses, and all of the little gray areas just gets sort of weeded out through a lack of importance or a lack of an ability to discern it, although I keep thinking that podcasts and social media and all these things are going to be a wonderful way for future historians to see the wide, complex diversity of our society now in a way that would have been apparent if we had the same sorts of mechanisms. If you could've studied ancient Egypt through their podcasts, think about how much of a rich complex, much less black-and-white version of their society we would understand them to be than what the history books make them out to be.

[00:55:12] MB: It's an amazing thought exercise to think about. What would our century look like if it was compressed into a paragraph? It's crazy when you think about it.

[00:55:20] DC: Or even if you said, describe the last hundred years in an 8.5 x 11 page. What it really is, is just a wonderful lesson in what we've done to the past and through no fault of anybody. I mean, there're a bazillion books on the rise of Hitler, for example, and if you want to read them all, you will have a very nuanced, gray area, Rashomon Gilligan's Island sort of you, right? A mosaic. 

But most of us don't do that, and for obvious reasons, right? But we still have very hard-core political opinions maybe. We still base our view of, in this case, Hitler and Nazi Germany based on what we do know. I mean, I feel like it's all combining. We’re going to wrap this whole conversation up in this wonderful bowtie, where simply trying to get a handle on what's real is a huge challenge right now. If you can't get a handle on what's real, then how can you functionally operate well?

I mean, I just feel like the old line about garbage-in, garbage-out is never been more real. We are all, including people who are really savvy at teasing out reality from unreality, we’re all in this boat. But if it weren't so serious, it's a fascinating human laboratory experiment.

[00:56:29] MB: You've essentially shared this already, but I always like to ask for somebody who’s been listening to our conversation, what would be one action item or step that they could take to take action on something that we’ve discussed today?

[00:56:43] DC: I don't have any answer to that. If I had any answer to that, it would be because I had figured out an answer to some of the things we were talking about earlier. I think we’re all a little stymied. There were a lot of problems with having the old media landscape that we used to have, and there was always people that critiqued that old media landscape. But the good part of having several major newspapers, three major TV networks, that you could somewhat pretend that you could count on, is that it gave you a shared foundation of facts from which to have meaningful discussions on. 

Now, somebody might argue that if those facts are incorrect, the meaningless discussions aren’t really meaningful. But as a person who lived through that time period, it was meaningful compared to what you could have now where the first thing that happens in a meaningful discussion is you reject the facts of the person on the other side of the argument and they reject yours. 

At that point, the informed citizenry is incapable of doing their job, because you can have discussions anymore. What does that do for a country like ours? I would say that nobody knows. That's why we live in such interesting times. We’re getting a chance to see how this all plays out in real-time, and I honestly don't know what that means. It's fascinating to think of a world that could actually be divided. 

I did an interview a couple of times, but once I remember with a science historian, James Burke, who’s one of the most fascinating people I’ve ever talked to, and he denied that he thinks that you even are going to have to have countries based on national boundaries at some point that were going to be able to join with people of like minds, people who see the world the same way we do into like virtual countries, right?

So we would be connected online rather than by geographical boundaries. On one low level, that sounds remarkably liberating and wonderful? But on another level, isn't that just codifying the way we already are, and aren’t we living right now with the problems associated with – I mean, listen. Let’s not pretend there haven't always been different realities. But having views on different realities is not ever in my lifetime been as problematic as it is now. 

So I wouldn't tell anyone necessarily to get out and try to do anything with this information. I think we’re at the phase of trying to digest the information. Then once we move past this phase, we can talk about what sort of actionable things you can do based on the conclusions you come up with. I would, and you said this earlier in the discussion. I think I'd be suspicious of anybody who says they figured it all out.

[00:59:15] MB: For listeners who want to find out more about you, about Hardcore History, about the new book, where can people find you online?

[00:59:21] DC: Well, we have a website. It’s just my name, cancarlin.com. You can get shows. We keep them free for a long time up there. If you’ve never heard one, they’re long as hell. Some people seem to like them, so you might like them. Otherwise, there're other things on the website, old shows. The book is available from there. In a World War I virtual reality experience you might want to see when it comes to a town near you.

So just go to dancarlin.com. Hopefully, that's worth your time. I'm not even able to judge that right now. So I do feel that we’re going to have this conversation, you and I, in a couple of years maybe, and we’ll rehash some of these stuff and maybe we'll have some actionable information by that time that we can use.

[00:59:58] MB: Well, Dan, thank you so much for coming on the show, for wrestling with all of these complex issues and sharing your perspective I think it's really refreshing and honest to even have the point of view of admitting that it's an unprecedented time and you're not sure what to do about it.

[01:00:14] DC: Thank you for being willing to wrestle with me on them. I do feel like this is – We talked about the ancient Greeks stuff. I think a willingness to wrestle with all this nuance and all these gray areas and all these tough decisions is one of the potential ways we get out of all this trouble.

Thank you for the time. I appreciate it. I hope your listeners enjoy it.

[01:00:33] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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December 19, 2019 /Lace Gilger
Mind Expansion, Influence & Communication
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Achieving What You Think Is Impossible - Walking The Walk with Alex Banayan

December 12, 2019 by Lace Gilger in Weapons of Influence, Mind Expansion

Do you want to figure out why you’re not walking the talk? In this episode we uncover the truth about what really holds people back - and share the the secret strategy that all successful people use to achieve incredible things. We examine the world’s most successful people and figure out exactly what commonalities they share, and how you can use them in your own life. All of this and much more in our interview with returning guest Alex Banayan. 

Alex Banayan is the best-selling author of The Third Door, which chronicles his five-year quest to track down the world’s most successful people to uncover how they broke through and launched their careers. He has been named to Forbes’ “30 Under 30” list and Business Insider’s “Most Powerful People Under 30.” He has been featured in major media including Fortune, Forbes, Businessweek, Billboard, Bloomberg TV, CNBC, Fox News, MSNBC, and much more!

  • The lessons from a crazy seven year story of attempting to interview the world’s top performers

  • All super successful people treat life the SAME way. 

  • What’s the “third door” and how can you open it to achieve anything you want in life?

  • There’s ALWAYS a third door. ALWAYS. 

  • Shared quest to understand why people succeed- and even more specifically than that - understand the Inflection Point in their career - not what they do when they are super successful - but what they did to GET super successful 

  • Why do most people NOT achieve their dreams?

  • People are focused on fear of rejection, fear of failure, fear of abandonment

  • There are so many psychological factors that imprison people from achieving their dreams. 

  • Everyone focuses on the EXTERNAL factors to success, but the biggest thing everyone misses are the INTERNAL factors.

  • Studying success through three different prisms:

  • The world’s top achievers

  • People who are interested in success (readers, self help enthusiasts, etc)

  • Alex’s personal journey

  • One of the biggest things that unite all the different perspectives on success. 

  • The BIGGEST REASON most people never achieve their dreams has NOTHING to do with how hard it is to execute on that dream. The reason most people don’t achieve their dreams is because they’re afraid to get out of line. They’re afraid to get uncomfortable. 

  • There are dozens, if not hundreds, of factors compelling you to stay where you are. 

  • People grossly over-estimate the difficulty of executing their dreams, and grossly underestimate the importance of the psychological side.

  • What is your conscious object of desire?

  • Every good story involves a subconscious object of desire, which only reveals itself through the actions of the protagonist.

  • What does the food say to you when you’re eating it?

  • If you say you want something and you’re doing something else - ask yourself - when you do that thing - ask yourself what is it SAYING to you? That helps you key into your subconscious desire.

  • Invite the parts of yourself that have been hiding in the shadows to step forward. 

  • When you sit your fears down you can befriend them. 

  • When the conscious and subconscious conflict - the subconscious wins

  • The “bible” of storytelling

  • “What a character says is their personality, what they do (especially in moments of pressure) is who they are.”

  • Writing and storytelling with a “Grip.” Grab the chapter by the lapel, sit it down, point a finger in it’s face and say “listen up.”

  • If there is no conflict in the story, then you did not write a story. Many times conflict is not external its internal. 

  • The way you connect with a human being is through storytelling - it’s one of the most important communication skills 

  • Never use an adverb when telling a story. Don’t use that many adjectives either. Use more specific verbs or a more vivid description. Focus on nouns and actions. 

  • Keep your punctuation super simple. Clear writing uses commas and periods, that’s it. Everything beyond that is extraneous ornamentation. 

  • Every sentence is like a restaurant. The same is true of every paragraph, chapter, and book. 

  • The first word is the maitre d'

  • Every part of that sentence is a different course in the meal

  • The final word is the dessert. 

  • The difference between “Do you love me?” and “Is it me you love?”

  • What is the best way to get over what’s holding you back and take action on your dreams?

  • Anyone with a big enough WHY will find the HOW. 

  • Homework: If you don’t know what your passion or your path is, but you want to get started, take the “30 Day Challenge.” Buy a notebook, write “30 day challenge” on the front. Every day for the next 30 days you have to journal about the same 3 questions. It has to be 30 consecutive days, it can’t be spread out over several months. Pick the same time of day and consistently do it:

  • What filled me with enthusiasm today?

  • What drained me of energy today? 

  • What did I learn about myself today?

  • The magic happens on the last few days

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Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Alex’s Website and Book Site

  • Alex’s LinkedIn, Twitter, and Facebook

Media

  • NHK World-Japan - “There’s always a way”: interview with the author of “The Third Door” by Akito Iga

  • Yakima Herald - “Alex Banayan shares tips on finding 'The Third Door' to success at Yakima Town Hall” by Janelle Retka

  • TIME - “I Spent 7 Years Interviewing the World's Top Business Leaders. Here's Everything I Learned” by Lena Grossman

  • CNBC - “The surprising lesson this 25-year-old learned from asking Warren Buffett an embarrassing question” by Ruth Umoh

  • Forbes - “How To Take Massive Risks To Make Your Career Dreams Come True” by Memei Fox

  • Billboard - “'The Third Door' Author Alex Banayan on Seeking Life Advice From Quincy Jones, Lady Gaga, Pitbull & More” by Rob LeDonne

  • BigSpeak - “Celebrity Success Expert Alex Banayan Says Use Third Door Method for Success” by Jessica Welch

  • Business Insider - “How 19-Year-Old Alex Banayan Became The World's Youngest VC” by Alyson Shontell

  • Huffpost - “How Alex Banayan, the 21-Year-Old VC and Author, Spends His Mornings” by Caroline Pugh

  • [Podcast] Impact Theory - #78 Alex Banayan on How to Hack Your Way Into Success at Anything

  • [Podcast] Big Questions - Alex Banayan

  • [Podcast] Jordan Harbinger - 49: Alex Banayan | Why Mentors Are Important and How to Get One

  • [Podcast] Art of Charm - Beat Approach Anxiety | Alex Banayan (Episode 717)

  • [Podcast] Are You Being Real? - 172 Alex Banayan - Making The Impossible, Possible

  • [Podcast] RichRoll - Episode 371: Alex Banayan - There’s Always a Way: Alex Banayan on the Third Door

Videos

  • Alex Banayan: "The Third Door" | Talks at Google

  • ALEX BANAYAN ON LARRY KING NOW // FULL EPISODE

    • How Alex Banayan hacked Warren Buffett’s shareholder meeting

    • Alex Banayan: Why the western definition of success is flawed

  • Alex’s Youtube Channel

  • "FIND Your Way to SUCCESS!" | Alex Banayan (@AlexBanayan) | Top 10 Rules

  • THE THIRD DOOR by Alex Banayan: Book Trailer

  • Big Think - Why truly successful people don’t wait their turn | Alex Banayan

  • Spartan Up! - There is always a way in through the third door | Alex Banayan

  • Alex Banayan Keynote Speech - IBM Amplify 2015

  • Meet America's Youngest Venture Capitalist - 2012

  • Maya Angelou's Final Words of Wisdom for the Next Generation | SuperSoul Sunday | OWN

Books

  • The Third Door: The Wild Quest to Uncover How the World's Most Successful People Launched Their Careers by Alex Banayan

Misc

  • [Wiki Article] Cal Fussman

  • [Book] Man's Search for Meaning by Viktor E. Frankl, William J. Winslade, and Harold S. Kushner

  • [Book] Shoe Dog: A Memoir by the Creator of Nike by Phil Knight

  • [Audiobook] The Poetics by Aristotle, Elaine Sepani (Narrator), and MuseumAudiobooks.com

  • [Audiobook] Einstein and the Rabbi: Searching for the Soul by Rabbi Naomi Levy and Macmillan Audio

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet with more than four million downloads and listeners in over a hundred countries.

Do you want to figure out why you're not walking the talk? In this episode, we uncover the truth about what really holds people back and share the secret strategy that nearly all successful people use to achieve incredible things. We examine the world's most successful people and figure out exactly what commonalities they share and how you can apply them to your own life; all of this and much more in our interview with returning guest, Alex Banayan.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life.

If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word “smarter”, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we shared how a college dropout went from waiting tables to becoming the owner of a major league soccer team and the most powerful venture capitalist in the healthcare industry. We uncovered the incredible strategy that can be used to break into any industry and become a dominant player, sharing the stage with top CEOs, even without any connections or relationships. We shared why you don't have to be an expert to leverage the credibility of others, talked about the power of public speaking and what it means to orchestrate a deal and much more with our previous guest, Marcus Whitney. If you want an inside scoop at what it really takes to achieve success, listen to our previous episode.

Now for our interview with Alex.

[0:02:18.1] MB: Today, we have another exciting guest returning back to the show, Alex Banayan. Alex is the best-selling author of The Third Door, which chronicled his five-year quest to track down the world's most successful people and uncover how they broke through and launched their careers. He's been named to Forbes 30 under 30, Business Insider's most powerful people under 30 and he's been featured in major media outlets across the globe from Fortune, to Forbes, Bloomberg, CNBC, MSNBC and much more. Alex, welcome back to the Science of Success.

[0:02:48.6] AB: Thank you so much. Feels good to be back.

[0:02:51.8] MB: Well, I'm excited to have you back on the show. Your journey and your story from Third Door was so hilarious, made you laugh, it made you cry. We got into a lot of the details around that in the first interview and some of these ridiculous stories. For anybody who's excited about this conversation and wants to go back and you haven't listened to the first interview with Alex, I recommend doing that. Alex, for people who are just tuning in and haven't caught the first one, give us a short summary of this epic journey, which I know is quite challenging to do.

[0:03:25.3] AB: I appreciate that. It's very kind of you to say. You never had to really bring it down to a short version. On the surface, this is a wild seven-year journey to track down the world's most successful people and figure out how they broke through and launched their careers. This is my journey of researching and interviewing people to find what is that definitive mindset for success. Then the subtext of this narrative, you read the book, is that it's also this coming-of-age story and the search for belonging and the search for understanding, what the meaning of life is.

The book covers all industries for business. I spoke to Bill Gates, music; Lady Gaga, science; Jane Goodall, poetry; Maya Angelou, Quincy Jones, Jessica Alba, Larry King, Steve Wozniak, Tim Ferriss. That's been this unbelievable journey filled with surprising lessons at every turn. When I had started this journey, there was no part of me looking for that “one key to success.” We've all seen those business books, or those TED Talks. Normally, I just roll my eyes.

What ended up happening over this seven-year journey, I realized that every single one of these people treats life and business as success the exact same way. The analogy that came to me, because I was 21 at the time is that it's like getting into a nightclub. There's always three ways in. There is the first door, the main entrance where the line curves around the block and that's where 99% of people wait around hoping to get in. That's where you're standing out in the cold, holding your resume, hoping the bouncer lets you in. That's the first door

Then there's the second door, the VIP entrance, where the billionaires and celebrities go through. School and society have this way of making you feel like those are the only two ways in. What I've learned is that there's always, always the third door. It's the entrance where you jump out of line, run down the alley, bang on the door a hundred times, crack open the window, go through the kitchen, there's always a way in.

It doesn't matter if that's how Bill Gates sold his first piece of software, or how Steven Spielberg became the youngest director of Hollywood history, they all took the third door. That's not only the title and the thesis of the book, that's really the energy I'm trying to inject into the next generation.

[0:05:56.9] MB: It's such a powerful message. Again, we won't get into the details, but the stories from this journey were absolutely mind-blowing, of a college kid trying to track down Bill Gates and Warren Buffett and Lady Gaga and all of these world-changing icons.

[0:06:12.6] AB: Yes. Yes. If you're looking for a book with the bullet points on success, it's not this. This is much more wild adventure stories, with lessons throughout. Yeah. There's the story of chasing there coming through the grocery store, hacking Warren Buffett's shareholders meeting with a 30,000 people, spending four days with Lady Gaga in Austin, Texas, hacking the price is right. There's definitely a lot of preposterous adventures in there.

[0:06:40.7] MB: They’re laugh-out-loud, funny and heartwarming and sad and make you laugh and cry. The thing that really piqued my interest beyond the great narrative was this shared quest that I think we both have, which is trying to understand what makes people succeed, but even more specifically than that, because there's a lot of things about that, one of the things that – maybe one of the biggest things that I've been interested in my entire life is understanding that inflection point, or trying to figure out not what Bill Gates did when he was 50 and he was already a type of industry, because so many biographies focus on all of that stuff, I want to know what did they do to become successful, not what did they do once they were already successful.

[0:07:29.4] AB: That is the exact reason why I wrote this book. It's because I was searching for a book that focused on just that. Eventually, I was left empty-handed. Exactly what you just said is the heart of the beginning of this journey.

[0:07:47.6] MB: That's why I love what you're working on, because it's something that to me, there's no books about it and nobody talks about it. You're lucky in a biography of an eminent achiever, if you get 20 pages on –

[0:08:00.4] AB: Oh, my God.

[0:08:01.5] MB: - the critical time in their life.

[0:08:03.6] AB: That is 20-page. It's normally 2 to 10 pages.

[0:08:07.9] MB: Yeah. It might be a paragraph sometimes.

[0:08:10.8] AB: Because this is the thing, when you're Bill Gates, or Spielberg, or Buffett, people want to hear about all the sexy stuff. When Bill Gates did the first Windows launch. No one wants to hear about – well, a biographer probably doesn't think that people want to hear about him making cold calls and getting hung up on, but that to me is the most interesting part.

[0:08:36.2] MB: I totally agree, because I'm obsessed with the question of how can I, or anybody apply these lessons and take some morsel that's actually applicable to my life. If I'm not the CEO of a Fortune 500 company, a lot of these later game strategies don't necessarily work. There have to be nuggets. You said something earlier that really resonated with me that I think so many people miss is that there's a commonality to the perspective that a lot of these achievers have, but even more important than that is that there's always and you repeated yourself and said, always twice, always a way in.

[0:09:18.3] AB: If I had to summarize the entire energy of The Third Door in one sentence it would be, there's always a way.

[0:09:28.4] MB: So many people miss that and get stuck thinking that there's some barrier, there's something holding them back. In the pre-show, you made a great comment talking about how you've been touring all around the globe, doing book tours and launching the book and yet, the question, the number one question that you get from people in the audience is often nothing to do with the breakthroughs in these achievers’ careers, but it was something else entirely. Tell me a little bit about that.

[0:10:01.5] AB: It's been a really exciting year, because last year the real focus was on the US book tour. This year, I was very lucky to be able to go on this international tour. We did book launches in China and Japan and Korea and Bulgaria and Italy and Spain and Canada. It's been this really remarkable journey and what I've been surprised by. This actually is true again, even on the US book tour last year too, which is you would think, or I would think and I wrote this book that really talks about the world's most successful people and the people coming to these book signings would want to ask questions, how did Bill Gates do this? How did Spielberg do that?

What I've been shocked by is that 90% of the questions I've been getting in countries all around the world have a much different focus. The focus of 90% of the questions I hear have much more to do with people's fear of rejection, fear of failure, fear of being abandoned by the people they love. If they go out and achieve their dream, if they go out to pursue their dream, there are so many psychological factors that imprison people, whether they're aware of it or not, that are the biggest reasons people don't go after to achieve their dream.

It's almost this hidden underbelly of success. When we normally talk about success, we're achieving a dream, you talk about the external factors. Well, how did you start the company? How do you raise capital? How do you manage? How do you operationalize all these external factors? What I've learned not only through my research writing this book, but also just seeing the readers’ responses, is that it's the internal factors, the internal reasons people don't achieve a dream, that not only are the most critical to the journey, but also are the most pressing on people's minds right now.

[0:12:09.3] MB: I've noticed the same thing. In many ways, that's again, our journeys and visions are so similar, because I've – the whole project of the Science of Success is all about trying to help people overcome and even recognize those internal barriers. Tell me a little bit more about that phenomenon and how you've learned to deal with it and what you've seen from studying the Warren Buffetts and the Lady Gagas of the world and how they think about it.

[0:12:40.4] AB: Yeah. I've been lucky when it comes to and I'm sure you've – I would imagine you've had a similar vantage point. When it comes to studying success, I've been doing it for about nine years now, very intentionally focusing on cracking this puzzle. I have had three different groups that I am able to study success through a prism. One is and the most obvious one is the world's most successful people.

Interviewing Bill Gates and studying Buffett, that's being one group. The second group, that's been more recent the past year or so is seeing the responses of readers who have read the book, meeting people at speaking engagements and they think they're asking me questions, but I'm actually studying their questions as data for my larger curiosity. That's another group.

A third vantage point that I have is my own personal journey. I started this process when I was an 18-year-old unknown college freshman from my dorm room. It wasn't intentional, but it was almost this meta experience of I'm studying success of how people launched their careers, at the same time trying to launch my own career and going through the process myself. If I've learned one thing that unites all three of these vantage points, it's that the reason most people do not achieve their dream, the biggest reason most people don't even attempt their dream has nothing to do with how hard it is to execute on that dream.

If we go back to the third or analogy, the reason most people don't achieve their dream is not because how hard it is to run down the alley, bang on the door, crack open a window. That's not the reason most people don't achieve a dream. The reason most people don't is because of their fear of leaving the line for the first door. If you think about it, that line for the first door is probably where you were born, where all your family is, where your family expects you to be, where your friends are, where that line for the first door is on the sidewalk, where it's clean and well-lit, there's a bouncer there that keeps things safe. Probably, that's where you've been sustained your whole life too.

Doesn't matter if you're happy, or not happy. If you're lucky enough to have food on your table, it's probably because of where your current situation is. There are dozens, if not hundreds of factors compelling you to stay in that line. I think people grossly overestimate how hard it is to run down that alley and find the third door. Look, it's hard. I am the last person to tell you that it's easy, but it is possible. The reason most people don't do it is because of their fear of leaving the line for the first door.

[0:15:35.5] MB: Such a great point. Even this idea that people grossly overestimate the difficulty of the actual execution piece, not to say that it's easy.

[0:15:45.9] AB: Look, it's hard. Yeah, it is really – You will be feeling at times you're bleeding from your eyeballs level hard, but it's still easier than most people think. I wouldn’t say it’s easier. I would say more doable.

[0:16:00.3] MB: I think that's a great refrain.

[0:16:02.1] AB: Yeah, it's not easier it. It's more possible.

[0:16:05.5] MB: Yet, everyone's focus is on the execution, the action and they don't focus on the –

[0:16:12.8] AB: It’s a safer excuse.

[0:16:14.1] MB: Yup, exactly.

[0:16:14.9] AB: It’s a safer excuse. I'm not going to knock anyone for doing this, because look, even – forget about achieving your giant dream, let's even talk about, let's say you want to be healthier. Let's pull something out of my closet of shame. Being healthier, working out more. I'm a great case study in thinking how hard and how much lifestyle changes I'd have to make to really dial in my health and work out every day and eat perfectly.

No, no. I know what to do. I've read the books. I know exactly what to do. I've done it before in the past. I know what to do. I know how to do it. The truth is yeah, I have that fear of discomfort, that fear of changing my habits. It's just easier to talk about how monumental of a task it is than it is to admit all the reasons you subconsciously don't want to do it.

[0:17:09.4] MB: Fitness is such a great example, only for the fact that it's so simple.

[0:17:14.7] AB: Right. It's not rocket science on how to lose weight literally. The science is there. Again, there are exceptions. Some people have thyroid, or stuff. For the most part, for the average person, it's the food you eat and your level of activity, but most people don't do it.

[0:17:36.3] MB: It's absolutely right.

[0:17:36.9] AB: Yeah. I'll raise my hand there too sometimes.

[0:17:39.2] MB: Oh, for sure. It's just such a great prism to understand that problem, because it's so simple. Business, or success in any more complex endeavor –

[0:17:48.9] AB: Right. There's more external factors.

[0:17:51.2] MB: There’s so many things, there's so many different factors –

[0:17:53.4] AB: Finding and luck and opportunity and resources. Right, fitness is a much more – oh, and you want to think a level deeper. What I've been learning recently is that when it comes to success, or when it comes to any journey that you take in life, whether it be a relationship journey, a personal development journey, familial journey, there is the conscious and I was learning this in a storytelling workshop I went to. There is the conscious object of desire, right? Let's boil it down to fitness, or we can even use the third door as an example.

In the third door, my conscious object of desire is I want to learn how to succeed. The conscious object of desire is if you pull aside the main character of this story, third door, it's me, but in everyone's life it's themselves. Everyone is the main character of their own personal life, right? If you pull that main character aside and you ask the main character, “What do you want the most?” The conscious object of desire is the answer that comes out of their mouth.

However, every good story and I've learned this very recently, every good story also has a sub-conscious object of desire, which only reveals itself through the actions of the protagonist. If you ask someone what is your object of desire? They say, again hypothetically, “I want to be healthier.” Then the camera cuts to 2:00 in the morning and they're eating hamburger and fries. All of a sudden, the viewer of that movie of your life knows that something isn't aligned. Trying to figure out what your subconscious object of desires in real-time is extremely hard and why most people don't do it.

[0:19:42.8] MB: Only through action can you start to reveal what it is.

[0:19:47.3] AB: Correct. That's why therapy and journaling is so useful, because you're reflecting on your actions and your decisions, not on your – this storytelling workshop I went to, the professor, instructor said something really interesting. He said, the conscious is simply PR for the subconscious mind, which I guess is that's a very Freudian thing to say, which is you have subconscious desires that your conscious mind rationalizes. It makes excuses for.

Yeah, I’ll use myself as an example. There are times where I eat in a disordered manner, that probably isn't the most beneficial for my health at times. Yeah, I even feel shame, even just talking about it right now, but it's my reality. My sister actually said something really interesting. She asked me. She said, “What does the food say to you when you're eating it?” Never thought of it in those terms, but I instantly knew the answer. It says, “I'm here for you.” That told me and realize that in times of stress and again, it's not every day, but there are times in times of stress where my subconscious object of desire is comfort and acceptance. It's not being healthy.

Being healthy is my conscious object of desire, but what I really want is that comfort and acceptance. Then food, since my childhood has been something that's been a reliable source of that. Welcome to the Alex Banayan shame program. You’re here now and we’ll take the first one.

[0:21:19.0] MB: No, that’s so interesting. We don't have to keep going down the food rabbit hole, but the question of what does it say to you when you're eating it, that's really interesting. I have to think about that. So many people and I include myself in this absolutely, that desire for love, acceptance, the feeling of being enough, that's one of the – if you really boil down limiting beliefs and the primary psychological motivators, that has to be one of if not the most prominent, or predominant. People may achieve that end in vastly different ways, but that desire of wanting to be accepted from an evolutionary standpoint is even baked into us in many ways.

[0:21:58.9] AB: Right. It's a thing that any listener right now, if you want to try to figure out why you're not walking the talk, right? Let's say you want to start a company, but for some reason you instead are spending all your time posting on Instagram. I don’t know. This is hypothetical. Okay, great. Instead of judging yourself and being harsh on yourself and beating yourself up, why don't you pull back the layers? A good question to ask yourself is okay, I say I want one thing, but I'm doing something else. Let's say that something else is posting on Instagram.

Ask yourself, “When I post on Instagram and I see those likes, what are the likes saying to me?” That answer is probably a clue to what your subconscious desire is on this quest. The key that I've been learning is it's hard to practice, easy to say, which is instead of judging yourself, just look at yourself with clear eyes and invite those parts of yourself that you've been hiding in the shadows to step forward. Because it's when you sit your insecurities down at the dinner table, when you sit your fears down, that you can befriend them and only then can you as a whole person walk forward in a single direction.

[0:23:17.7] MB: Such a powerful phrase. Very young Jungian of you. This is such an important point and extrapolating that question beyond just the food, for example. Anytime that there's a disconnect between what you want and what you're actually doing, figuring out why is this other activity meeting your needs, or serving you in some way.

[0:23:38.8] AB: Right. Because it is.

[0:23:40.2] MB: It has to be.

[0:23:40.7] AB: You probably aren't doing things that you don't want to do. Now look, people might say, “Well, that makes no sense. I know alcohol is bad for me. Why do I keep drinking every night?” Because it's giving you something that you subconsciously want, whether you know it or not. I don't say that in a judgmental way at all. Sometimes alcohol gives people exactly what they want, just associating from the reality. Actually, the list stops right there. The list stops right there.

Sometimes maybe you can make some stuff. I'll have a couple glasses of wine a night, because it feels good and it's a social lubricant for me. Yeah. If you have any destructive habits in your life that you can't understand why you keep doing it, there is actually a reason that your subconscious likes, which is why you're doing it. The human brain does what feels good to it, even if consciously that thing is causing chaos in your life.

[0:24:39.4] MB: One of the reasons why on the show I talk so much about the subconscious, about limiting beliefs, etc., is because when the conscious and the subconscious conflict, the subconscious always wins.

[0:24:51.7] AB: Oh, yeah. That's every good story.

[0:24:53.4] MB: Interesting. I never thought about it from the narrative standpoint.

[0:24:56.2] AB: Well, a narrative is just storytelling is the way human beings understand our life in our world. It works both ways. If you want to be a good storyteller, you should understand how humanity works and the human psyche works. If you understand how the human psyche works, it's also very helpful to understand a good storytelling, because they're just mirrors of each other. Every great movie is a great movie because it actually speaks deeply to the human experience. If didn't resonate, people would say, “That was a psycho two hours. That meant nothing to me,” right?

Even the world's craziest sci-fi movies, it resonates because we're human beings and something about it felt right. The best characters are the complex characters, where they say, “I have no heart. I am ruthless. If you cross me, I'll cut off your head.” Then in the movie, someone they love crosses them and they reach for the gun, their hands shakes and they walk away.” Their conscious desires that they're this tough person, no mercy. Their subconscious desire is they want family and loyalty and belonging.

Aristotle in his book Poetics, says that what a character says is their – how does he put it? He puts in a perfect way. I highly recommend anyone who's into storytelling to read Aristotle's Poetics. Aaron Sorkin recommends it as his bible, his favorite book. What Aristotle says is that what a character says is their personality, what a character – dang, I'm paraphrasing. Or what a character does is who they are. What a character says is their personality of how they want to be seen by the world, but what they do in moments of pressure is who they are

[0:27:00.3] MB: The most epic and life-changing thing that we've ever done at the Science of Success is about to happen. We're launching a live, in-person intensive just for you. This will be an intimate two-day deep dive in-person with me, where we will go over all the biggest lessons and greatest life-changing insights that I've personally pulled from years of interviewing the world's top experts on the Science of Success, and show you exactly how to specifically apply them towards exponentially achieving the goals that you have for your own life and business.

You'll learn how to influence anyone, 10X your productivity, overcome procrastination and overwhelm and so much more. Bring your own unique challenges, goals and desires and get highly specific tailored feedback and a playbook for exactly what you need to do to achieve your biggest goals.

Here's the thing, we're only going to have 15 spots available for this intensive. That's 15. 15 spots. If we sell out super-fast, we might do a second intensive, but this is priced so that I can spend intimate one-on-one time with every single person who attends. This event is going to be here in Nashville on January 27th and 28th. Get more details and reserve your seat before we sell out at success-podcast.com/live. That's success podcast.com/live. I can’t wait to see you here in Nashville.

[0:28:39.3] MB: You’re obviously a fantastic storyteller. The book, the stories from that are incredible, even in this conversation, I get that sense from you. Where did you and how did you learn how to tell compelling stories?

[0:28:58.0] AB: Well, there are two questions; where did it come from originally and where did I learn how to hone it, are two different sources.

[0:29:04.8] MB: Tell me both.

[0:29:06.0] AB: Well, the first question where did it come from, I was actually meeting with a rabbi who I really admired. She's this wonderful writer. Her name is Naomi Levy. She wrote this book called Einstein and the Rabbi. She was telling me this philosophy that talent, you don't own it when you're born. You don't own your talents, you don't own your skills. This is a spiritual philosophy. The idea is that they are like this flickering flame inside of you. Anyone who's been around a child for long enough, you see like oh, that –

I was actually at a coffee this morning and I just saw this kid who's three-years-old in the coffee shop and he just had this spark in his eyes and was just performing for anyone who would look at him; making funny faces, being silly, climbing on the railings. I'm like, he's either going to be the world's best performer, or sales. He just has it in his eyes. What this rabbi’s theory is that you don't own that. The spirit is inside of you. It's only through practice and dedication and hard work do you transfer that ownership to yourself, because we've all seen people in their 20s, or 30s, or 40s who never let that fire grow. They neglected it for so long, that just left them.

Now answering your question of where it came from, when I was a little kid, when I was I think two-years-old, or three-years-old, I physically couldn't – my mom was very worried about me, because I couldn't put words together into a sentence. I could say a couple words here and there, but I couldn't form sentences as a kid. My mother and grandmother used to cry at night very worried about me.

One time my family went to Disneyland and I'm three years old or something like that. Again, I don't remember this story. This is my mom's story that she tells me. I watched this play by – the goofy was in this play at Disneyland, one of those shows they have. I loved it so much. When I came back home to my grandmother, I wanted to tell her everything about the show, about this play, this goofy play, but I didn't know how to put words together. According to my mother, I spent the next 30 minutes acting out every scene of this play for my grandmother. I'm being all the characters and acting it all out. That's where that rabbi’s philosophy of the fire is in you.

Again, if I just stopped there, I wouldn't be a writer. I actually didn't become a real writer, or storyteller in my opinion, until the journey of The Third Door, where I had to learn how to write narrative. While I did have some storytelling instincts – That's actually a really good way to put it. You might have some instincts, that's a tangible word to use. You might be born with certain instincts. Maya Angelou, when I interviewed her for The Third Door says, some people might be born with a certain ear four notes, or they might be born with a certain eye for lighting, or what-have-you, or a certain brain for numbers, but that's about it.

At the end of the day, it's how much you hone it. I met a mentor by the name of Cal Fussman, which I know you know. Cal really taught me how to write. For three, almost four years, we would sit together for two to three hours every night for about three days a week and I would come show him my most recent draft and he would tear it apart and taught me to do it again. Very much like a Mr. Miyagi relationship, wax on, wax off.

Look, Cal is a good enough writer. He could have told me exactly what to do. Just do this, do this. He's a master storyteller, master writer. but I'm very lucky in hindsight that he had the patience and the heart to show me how to hone that skill. Since then, it's the skill that I – one of them that I cherish the most in my life.

[0:33:37.7] MB: What are some of the biggest lessons that you learned from Cal and some of the –

[0:33:41.3] AB: God bless you for asking that question, because as soon as I stop talking, I really want to pay homage to Cal right there. Okay, now look. At some point in my life, I owe it to the world to do a something of what Cal Fussman taught me. Because it's not fair that I'm the only recipient of his good, gracious gift of his teachings. Because look, he's not a professor, he's a practitioner, he's a best-selling, author, writer, speaker, podcaster. He's out there in the world. He's not sitting down teaching classes. Do you want the big ideas, or do you want the nitty-gritty, little stuff? Because there's years of teachings in there.

[0:34:28.9] MB: Let's start with the big stuff and then maybe share one or two nitty-gritty tactics.

[0:34:32.2] AB: Okay. Big stuff. Big stuff. Okay, I'll tell you two big stuff that made no sense to me when he first tried to teach me them and it took me years to understand. I have no idea if this will land with people who hear it or not, but I'll say it anyways. Two big stuff. The first big thing, again, and it's so – Cal speaks in code. I used to show him a chapter, a draft of a chapter, and you have to understand, the Bill Gates chapter in the book I edited a 134 times before my publisher even sighed. There were a lot of edits.

Sometimes I'll show Cal a draft and he would say, “Ah, this draft is underwater. Bring it to the surface.” Then he would send me home. That was what my mentorship with Cal was like. One thing that he would try to teach me is something called grip, or that's Cal’s word. Having a grip. Good writing has a grip and I'll give you an example. Here, I'll literally, I have the book right in front of me. I'll open to a random chapter.

Okay, here's a chapter called The Impostor, which is about my journey to meet with Mark Zuckerberg. A chapter that a way I used to try to write when I was just starting out would be say something like, it was a beautiful sun shining day when I got an e-mail, something like that trying to make it a nice story and starting it like that. Cal said that that is the most and I'm summarizing years of his teaching. He would say that would be the most immature and timid way to write. The reader knows and can smell your insecurity and will have no respect. Now he doesn't use these kinds of words, but that was my take away of what he was saying.

What Cal is saying is that you want to grip the words, grip the chapter, literally grab it by the lapel, sit it down, point a finger and then say, “Listen up, that's what having a grip is.” Here's the start of the imposter chapter. The founder of TED had told me, “I live my life by two mantras. One, if you don't ask, you don't get. Two, most things don't work out.” Now I had just made my most far-fetched ask yet and I was working up better than I could have imagined.

The way that chapter starts is essentially saying, “Listen up, this is important and you're going to want to know where this goes.” Now that took me years to try to understand, but that's one thing Cal taught me.

Another thing that Cal taught me is if there is no conflict in the story you just wrote, you did not write a story. You just recounted what happened. Again, these are my summaries of Cal’s lessons. He didn’t use these words exactly, but that's my takeaway. Which is I would show Cal a chapter in my book where I said everything that happened. I wrote the best of my memory, what happened in that interview, or in that adventure and Cal said, there's no conflict here.

What Cal would help me do is search through my memory and also peel back the layers and say, “Ah, this was the conflict. This was the conflict.” Many times, the conflict is not external, it’s internal. Matt, if you remember the interview with Bill Gates. It was a perfectly, cordial, beautiful interview.

Me sitting with Bill Gates for an hour and asking him questions. There is no conflict in that chapter. That's why it took 134 edits for me and Cal to come to the realization, there was a lot of conflict, but it was inside of my own head. That's what creates that narrative drive. Without conflict, there is no narrative drive. I would say those are two big overarching lessons I've learned from Cal Fussman. I owe it all to him.

[0:38:30.2] MB: There's so many different things I want to touch on. One, you shared some really good knowledge there, the two pieces of advice from the founder of TED;’ one, ask not, have not. I’m paraphrasing that a little bit. The second is most things don't work out. We touched on that and went deeper on that in our original interview.

For people who want to explore, those are two really important concepts and they work really well together and they can honestly create magic in your life if you pursue them and implement them.

Staying on this thread of storytelling, I think it's really important to understand the skill and the art of storytelling. To me, that's something that if you imbue your communication with a powerful story, it's a hundred or a thousand times more impactful than just reciting the facts. As somebody who's very rational, logical, cold, calculating thinker, it's something I personally struggle with and trying to communicate information to people. It's such a fascinating topic for me and one that I think really improves anyone's communication skills to master, even the fundamentals or some of the basics about storytelling.

[0:39:45.4] AB: Yeah. It's surprising. I do a lot of keynote speaking for different corporations. The obvious reason they bring me in is the main topics I talk about is really how do you find that exponential growth, exponential success through the third door.

What's been interesting just in this past year is I've been getting a lot more requests to do storytelling keynotes. Not just with marketing executives, but with sales teams, because so much of the sales process is how can you connect with that customer, connect to that account? The way you connect with the human being is through a story. Storytelling for business purposes and business growth is grossly overlooked and can be that competitive advantage that most companies are looking for.

[0:40:32.3] MB: I want one more tidbit from the storytelling thread. Tell me a tactic, or a nitty-gritty detail, or a lesson you learned about storytelling that has really been impactful for you and your work.

[0:40:44.7] AB: Well, I'll just make some simple stuff, which is do not ever use an adverb. These are little small things from Cal. Do not use adverbs. Do not use adverbs ever. Adjectives, don't use them that much either. It's much better to use a more specific verb, or a more vivid description. For example, he's had a charming smile. Charming is an adjective. I would write something like that and then Cal would say that is not how it's done. He would teach me different ways to write. He would say, here's an example, his smile lifted his eyebrows, or something along those lines where you can actually see what that smile look like. That's a warm open smile. Smile is lifting the eyebrows, that's warm and open.

Instead of using an adjective, using a verb in a description. He smiled that it lifted his eyebrows, so that's action. You really want to focus on nouns and action. When it comes to punctuation, you want to use as simple punctuation as possible. When I wrote, I really loved dashes, em dashes. Some people use a lot of parentheses, or a lot of semicolons, or whatever. A lot of people love to use ellipses.

There's a thing; clear writing uses commas, periods and question marks. Everything else, an exclamation point, a ellipses, a dash, a parentheses, those are – let's make a sports analogy. Let's say you're playing basketball. The comma, the question mark and the period is your dribble, your bounce pass, your free throw, your jump shot, right?

Everything else, your ellipses, your dash, the exclamation point is you're behind the back pass, it's your alley-oop, it's your half-court shot. If you do it once a game, which is pretty much saying once a chapter, you have style. That is a fun game to watch. If you are doing it at every play, which is pretty much saying in every paragraph, you're the most obnoxious amateur in the NBA.

What's harder when you’re writing is you don't normally just write a book in one sitting, you write a few paragraphs here, a few paragraphs there, so you might put in it an exclamation mark every time you sit down to write, maybe one a day. When you pull back, oh God, now there's three exclamation marks in this chapter, there's five or 10 dashes on this one page. That's where editing comes in. You want to tone it down. That's a trick on punctuation.

A final trick and again, all of these are tipping my hat to Cal Fussman. Cal says that every sentence is like a restaurant and the same is true of every paragraph being like a restaurant, every chapter is like a restaurant and every book is a restaurant, but we'll focus on the sentence. The first word is the maître d, welcoming you in. Every phrase, every part of that sentence separated by commas is a different course in the meal. Then the final word of that sentence is the desert.

I'll give you an example. Let's say, here, I'm literally going to just open the book to – sitting in front of me. I'll open to a random page. Here, this is from the chapter It's All Gray. Here's a random sentence; it doesn't even matter the context. Headlines and movies make things seem black and white. That sentence has no comma, no dash. It's a straight, clear sentence. That sentence is having some carrots and hummus. You dip a – exactly what you're getting, you're going straight through, there's no interruption, the waiter isn't bothering you, you get your food, you eat and you go. It is a clean experience.

Now if there is a sentence sometimes, but you want to have variety, because you don't want to eat a salad every day, or carrots and hummus every day, sometimes you want a six-course meal. Sometimes it's good to have a maître d that is a little rude. Starting a sentence with however, comma, boom, the maître d just told you excuse me, you don't have a reservation. Ending a sentence with the word, that's the main part of the main message. Let's say it's, do you love me? The heart of that sentence is me. Do you love me?

Now if you wrote that sentence, is it me you love? The main part of that sentence, the dessert is love. This is especially important with writing, because writing you're visually reading the words. The final word you read is the final word you read and it affects the experience a lot, even more so than oral storytelling. Because oral storytelling, you can rely on inflection points. Do you love me? Do you love me? With writing, it's visual. The last thing the person sees is the last thing they say.

[0:46:13.8] MB: Fascinating. I was curious how you're going to turn that sentence around and it does make a difference. It's really interesting. These are some fascinating tidbits about how to be a better storyteller, which are such important communication skills. I want to circle back to the earlier part of the conversation. We were talking about this idea of people being paralyzed by fear of using the analogy that you use in the book, not wanting to step out of line at the nightclub and run into the alleyway and try to pry open the third door.

The interesting thing that I've found beyond even the initial journey of stepping into discomfort and opening up opportunities and doing things that you're afraid of is that it's a challenge that never stops. Even once you're inside the nightclub, there's infinite opportunities that manifest themselves, that you can't even conceive of if you're still stuck in line and trying to figure out how to get in.

[0:47:16.7] AB: Right. Yeah, I totally agree.

[0:47:19.2] MB: What have you seen and what have you learned about how people can get past the internal factors that are holding them back, the fears that are holding them back from taking action on their dreams?

[0:47:35.6] AB: There's a lot of things that are very helpful. When I was starting out, I came from an immigrant family, so therapy is in the same category of taboo as cocaine. I wasn't ready to go there. Journaling was very safe. I could be in my dorm room and just journal every night and journaling was my way of trying to get some awareness of what I cared about, what I was passionate about, what I didn't like, what was sucking my soul. Talking to friends who were insightful is very helpful. Therapy has been a game changer for me. I go to therapy once a week now for six years. That's been really helpful.

What I'll say, if you want to specifically focus on why most people don't leave that line, if I had to sum it up, there's this famous anecdote of if I were to tell you, specifically if I looked you in the eyes and I said there is a burning building across the street right now, it's on fire, but there is a $5 on the third floor and first person who finds it gets it. Will you run across the street into that building? No. No one in their right mind would do that.

If I looked you in the eyes, I told you same building, same amount of flames on the third floor is the person you love most in this world, you wouldn't even have time to ask me where on the third floor that person is because you would already be running across the street. What that anecdote demonstrates about the human mind is that we tell ourselves the reason we're not going into that building is because of the size of the flames in the first example. “Oh, why would I want – Look at the flames, they’re so thick.” No, that's what we tell ourselves. The reality is we actually don't care enough about what's on the other side of the flames. This is the truth of the human experience, whether you like it or not, take it or leave it.

I didn't make the rules, but this is just how human beings act. The reality is and again, this isn't a novel concept. If you read Man's Search for Meaning, that's one of the big takeaways there. There's a very famous quote that says, anyone with a big enough why will find a how. When it comes to career success, most people who call it quits is because they didn't care enough about the thing on the other side enough, enough. They probably cared about it.

Look, there's all these stories of a financial company, where the second the market dips, all of the partners of the company jump ship to a different fund or something like that. Yeah, because they were in that fund for a quick buck. Then you hear these other stories of these startups, where they are TOMS shoes, Blake Mycoskie, had moments where he almost couldn't make payroll on the company, almost went under. You read Shoe Dog by Phil Knight, the company almost goes under so many times. These people had a reason larger than themselves. That was the reason to go through the flames.

[0:51:05.5] MB: Shoe Dog is such a great business biography, exactly for that reason. It's staggering how many times the entire company was on the line and almost didn't make it. When you look at Nike today, you see what a tremendous success it is. You don't –

[0:51:21.3] AB: It seems so obvious, right?

[0:51:22.7] MB: Yup, exactly.

[0:51:23.5] AB: In hindsight. Oh, well how can Nike not be famous? Michael and the shoes. Yeah.

[0:51:28.2] MB: You don’t see all the struggle and the challenges behind it. For someone who's been listening to this conversation, who wants to take action in some way to concretely implement something that we've talked about today, what would be a piece of homework, or an action item that you would give them to start taking action today?

[0:51:49.9] AB: Let's say you're in the place where – let's take it down to the lowest common denominator of let's say you don't even know what your passion, or your path is, but you know you want to get going. This could be any stage in life, you can be 16-years-old, you can be 60-years-old, and you want to find out what your subconscious desires are, you want to find out what your inner whisper is telling you.

For some reason if you can't find it, which is most people, myself included when I was starting out, and even times like this, whenever you're starting a new chapter in life, it's something that I call the 30-day challenge. It's called the 30-day challenge and this is what I tell people. Go out and get a brand new notebook, go to a pharmacy, a CVS, get a $1 notebook. Because first of all, the brain knows the difference between writing on a piece of scrap paper and writing on a brand new notebook.

Go get that new notebook and write on the cover, 30-day challenge. Get a sharpie, write on the cover 30-day challenge. This is what you're going to do, for 30 minutes every day and this is 30 consecutive days and I'm 30 days spread out over nine months. 30 consecutive days at the same time, whether that's in the morning, at night, find a time that you can commit, you're going to journal on three questions.

These are the three questions, ready? Number one, what filled me with enthusiasm today? What filled me with enthusiasm today? Now the question is not what made me happy, what made me excited. Now the question is what filled me with enthusiasm today? That's the first question. The second question is what drained me of energy today? What drained me of energy today? The third question, final question is what did I learn about myself today? What did I learn about myself today?

This is the key, if you start doing this after the first couple days, you're going to feel very good about yourself. You're going to be fired up, you're learning about yourself, you feel accomplished, you'll keep going. Then about day 12 and 13 and 14, yeah, you're going to not really remember why you were doing this in the first place. It's going to feel repetitive, you're not going to feel you're getting much out of it. By day 19, you're going to start thinking, “Alex is an idiot. This doesn't work.” If you keep going and you keep doing it, by day 28, 29 and 30, you start seeing this dim and flickering neon sign pointing you on the direction of your path and that's all you need.

[0:54:33.5] MB: Alex, where can listeners find you and the book and all of your work online?

[0:54:39.4] AB: I appreciate you asking. The book is available wherever people like to buy books, so whether that's Amazon, or Barnes & Noble, or if you like audiobooks, I read the audiobook myself, so it's on Audible and iTunes. If you end up getting the book from this episode, definitely let me know on social media. My Instagram is @AlexBanayan. Let me know so I can say thank you.

[0:55:06.1] MB: One of the reasons that we had Alex back on the show to begin with is because he had such a great response from the listeners on the first interview. If you enjoyed this conversation, definitely reach out and say hi to Alex.

[0:55:18.5] AB: It would make me very happy.

[0:55:20.2] MB: Well Alex, thank you so much for coming on the show, for digging into all of this wisdom. Some fascinating insights about overcoming what's holding us back and how to be a better storyteller and how to put ourselves on the path towards our dreams.

[0:55:35.7] AB: Thank you, Matt. It was a pleasure being back. I hope we can do it again.

[0:55:40.4] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Thanks again, and we'll see you on the next episode of the Science of Success.

December 12, 2019 /Lace Gilger
Weapons of Influence, Mind Expansion
Marcus Whitney-01.png

From Waiting Tables to Owning a Major League Team - The Epic Journey of Marcus Whitney

December 11, 2019 by Lace Gilger in Career Development, Mind Expansion

In this episode we share how a college dropout went from waiting tables to becoming the owner of a Major League Soccer Team and the most powerful VC in the healthcare industry. We uncover the incredible strategy that can be used to break into ANY industry and become a dominant player sharing the stage with top CEOs, even without any connections or relationships. We share why you don’t have to be an expert to leverage the credibility of others, the power of public speaking, what it means to orchestrate a deal and much more with our guest Marcus Whitney.

Marcus Whitney is an entrepreneur, an author, and a founder or co-founding partner in many businesses include Health:Further, Jumpstart, and the Nashville FC professional soccer team. Marcus is the author of Create and Orchestrate, a book for entrepreneurs about living a creative, purposeful life. He also runs the podcast Marcus Whitney’s Audio Universe. Marcus has been recognized by several business publications including Techcrunch, Fast Company, The Atlantic and many more.

  • How Macrus went from a college dropout with 2 young kids waiting tables to becoming a powerful entrepreneur and owner of a professional sports team

  • Importance of being self taught - most successful people are self motivated and self driven learners.

  • How did Marcus pivot his company Jumpstart from one of the 5000 incubators in the country to the top Healthcare VC in the country?

  • The powerful strategy that can be used to break into ANY industry and become a dominant industry leader, sharing the stage with top CEOs, from nothing.

  • “We didn’t get on stage and profess to know anything, we just threw the party.”

  • How to build a network, develop relationships, and get access to your customers - without knowing about the industry you want to break into.

  • How Marcus got on stage with the #1 CEO on the Healthcare Industry

  • Power of convening and bringing people together and CURATING other people’s content and credibility

  • Public speaking is an incredible arbitrage of time and leverage. You get on stage, you often get paid to do it, and you get PAID to market yourself.

  • How do you build your personal brand? What should you do if you don’t have a platform and credibility yet but you want to bring your brand?

  • Simplify your story into THREE key points, max. The law of threes.

  • Believe, Partner Up, Orchestrate.

  • The power of co-creation and partnering up. Things don’t seem to happen when you do them by yourself.

  • To do anything BIG you have to get a lot of people on the same page, moving in the same direction.

  • The conductor doesn’t actually play the instruments. He keeps everyone aligned so that the collective result is harmonious.

  • What’s it like to have your back against the wall? What should you do if you’re stuck but you want to take your life and career to the next level?

  • Dare to believe a little bit bigger every time. But have achievable goals. Every time you achieve a goal, build momentum and set a new bigger goal.

  • What’s it like to own a major league sports team?

  • The conductor’s job is to make everybody else look like a rock star.

  • There’s incredible value in highlighting and celebrating other people.

  • What is the difference between management and leadership?

  • Leadership is about vision, values, communication, principles, goals, accountability, integrity, and inspiration.

  • Management is an operational function. It’s about delivering things predictably to your stakeholders. Including employees, investors, customers, etc.

  • The 8 core concepts of business (in order of importance)

    • Leadership

    • Finance

    • Operations (including management)

    • Growth

    • Product

    • Service

    • Sales

    • Marketing

  • The Japanese concept of Ikigai. The intersection between what you love to do, what you’re good at, what the world needs, and what you can get paid for.

  • Entrepreneurship is a creative palette. The most important business skill is self awareness.

  • “I’ve had so many failures that have allowed me to have the short list of successes that I have."

  • You’re not good at everything, and you often don’t know until you try. You have to be OK with failure if you’re a creative entrepreneur.

  • Homework: Think about your own story - figure out what themes emerge from that process, dig into self-awareness and figure out WHO you really are.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Marcus’s Website

  • [Podcast] Marcus Whitney’s Audio Universe

  • Health:Further

  • Marcus’s LinkedIn, Twitter, and Facebook

Media

  • Nashville Business Journal - “Marcus Whitney, Health:Further ending annual conference” By Joel Stinnett

  • Health Leaders - “Who’s Marcus Whitney? An Emerging Force Behind Healthcare” by Mandy Roth

  • Medium - “MARCUS WHITNEY JOINS NASHVILLE VOICE CONFERENCE LINE-UP AS KEYNOTE SPEAKER” by Paul Hickey

  • Dome Headwear Co. - Marcus Whitney 

  • HFMA - “Marcus Whitney says it’s time healthcare leaders embrace disruption” by Laura Ramos Hegwer

  • Venture Nashville Connections - Articles related to Marcus Whitney

  • [Fast Company] “An Entrepreneur Learned The Importance Of Making Time To Manage Time” by David Zax

  • [Podcast] Navigate - Navigate 010: Learning from Pain - Marcus Whitney's Steps on Turning Pain Into Success

  • [Podcast] Master the Start - 20 – Marcus Whitney Talks True Hustle as a Serial Entrepreneur & VC Investor

  • [Podcast] 360 Entrepreneur - TSE 153: The Game of Entrepreneurship with Marcus Whitney

Videos

  • Marcus’s YouTube Channel

  • How To Own A Pro Sports Team

  • Create + Orchestrate Episode 01: The Introduction

  • Nashville Voice Conference Keynote

  • TEDxTalks - Nashville hustle -- to change your world, you gotta lie a little: Marcus Whitney at TEDxNashville

  • Health: Further YouTube Channel

    • HFMA 2019 Annual Conference Keynote - Marcus Whitney - The Winds of Change

  • Montgomery Bell Academy - Marcus Whitney at MBA Assembly

  • Talkapolis - The Entrepreneurial Mind: Marcus Whitney

  • TechCrunch - Marcus Whitney | Keen On…

  • William Griggs - My Entrepreneurial Journey: Marcus Whitney of Moontoast

Books

  • Create and Orchestrate by Marcus Whitney

Misc

  • [SoS Episode] Limiting Beliefs

  • [SoS Epidode] Use These Powerful Thinking Tools To Solve Your Hardest Problems with David Epstein

  • TEDxTalk - Simon Sinek|TEDxPuget Sound - How great leaders inspire action

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet with more than four million downloads and listeners in over a hundred countries.

In this episode, we share how a college dropout went from waiting tables to becoming the owner of a major league soccer team and the most powerful venture capitalist in the healthcare industry. We uncovered the incredible strategy that can be used to break into any industry and become a dominant player, sharing the stage with top CEOs without any connections or relationships and starting completely from scratch. We share why you don't have to be an expert to leverage the credibility of others, the power of public speaking, what it means to orchestrate and much more with our guest, Marcus Whitney.

Welcome back to another business-focused episode of the Science of Success. Everything we teach on the show can be applied to achieving success in your business life. Now we're going to show you how to do that, along with some interviews from the world's top business experts. These episodes air every other Tuesday, along with regularly scheduled Science of Success content. I hope you enjoy this interview.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word “smarter”, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we asked the big question, how do you find meaning in your life and work? When you're staring death in the face, life's purpose becomes clear. We learned how to harness those lessons to find meaning in your own life and discover a few simple things that you can do every day starting right now, to increase your odds of living a longer, healthier, happier life with our previous guest, Tom Rath. If you want to truly find meaning in your life, listen to our previous episode.

Now for our interview with Marcus.

[0:02:43.8] MB: Today, we have another exciting guest on the show, Marcus Whitney. Marcus is an entrepreneur, author, a founder and co-founding partner in many businesses, including Health:Further, Jumpstart and the Nashville FC professional soccer team. Marcus is the author of Create and Orchestrate, a book for entrepreneurs about living a creative, purposeful life. He also runs the podcast Marcus Whitney's Audio Universe, of which I'm a previous guest. Marcus has been recognized by several business publications, including TechCrunch, Fast Company, The Atlantic and many more. Marcus, welcome to the Science of Success.

[0:03:15.3] MW: Matt, thank you so much for having me.

[0:03:17.4] MB: Well, I'm super excited to have you on the show today. I love so many of the things you're working on and there's so many fascinating strategies that we can dig into and share. Before we get into any of that, I want to start with the beginning of your career. How did you get started? Because you have a really interesting background and it's truly impressive what you've been able to build and create. I want to hear about how it all began.

[0:03:40.4] MW: Yes. My career is almost 20-years-old. My oldest son is a little over 20-years-old. Those two things are connected for a reason. Prior to my oldest son being born, I was out in the wilderness exploring, being a creative person. I was creating music. I was doing a bunch of different odd jobs. Becoming a father was really the catalyst for me taking the development of a career and a skill that would benefit my family economically seriously.

I dropped out of college as part of my creative pursuits. When I did seek to get my career going, I needed to figure out what I could do that would not require a bachelor's degree. This was the year 2000. The one thing that stuck out to me was software development. I spent time teaching myself how to code. This was before software boot camps, or code academy online, or many of the things that are going on today, trying to help people to move into that career.

This was just something that I recognized on my own and I went got books and studied and did all the different practice exercises in the books. Over the course of eight months, taught myself enough to be able to get a job as a junior developer at a company called HealthStream here in Nashville, Tennessee. That really started my career into technology, software and everywhere else I went from there.

[0:05:06.0] MB: It's so interesting. Many of the most successful people that I know are self-motivated learners. Oftentimes, the things that they end up being really successful at are not things that they studied in school, or were taught, but they taught themselves. How did that factor into your career and your journey?

[0:05:26.9] MW: I think it was huge. I think that very first time that I got hired from HealthStream from a – let's call it seven to eight-month process of teaching myself how to code, that was a huge confidence boost for me. It really showed me that I could put my mind to something and that I could make myself seen in the eyes of the public of the business world as being worth investing in. From there, I think I've done many other things that have been self-taught with the same effect.

I just think that when you are teaching yourself something, it requires drive. You have to be motivated yourself. You're coming from a place where you don't know much at all. You have to have a beginner's mind. You have to be humble. At the same time, it's something that you want to do. No one's making you do it. For me, doing things that I want to do, self-direction, autonomy is incredibly important for the way that I spend my time and my life. I definitely think learning how to teach yourself something is an incredible hack for how to be successful long-term.

[0:06:27.6] MB: Today you're a successful venture investor, you're a co-owner in a professional sports team, which we're definitely going to dig into a little bit. How did you go from being a junior developer at a healthcare company to where you are today?

[0:06:42.8] MW: Yeah, so it was a long journey, 19 plus years. The first seven years were all spent in software development. I went from being a junior developer at a large-ish company, to a head of technology at an early stage e-mail marketing company called Emma, based here in Nashville, Tennessee as well. That was really the experience. I spent four years there. I was there from 2003 to 2007. That experience is really where I learned about the startup space and where I learned about managing people and building teams and going from burning cash to making a profit. I learned many of my lessons through that experience.

After the end of four years, the company had gone from five people to about 50 people and it was time for me to go out on my own and explore entrepreneurial opportunities. From 2007 till today, I've been on my entrepreneurial journey. My very first company was completely based in the software development space. It was an agency that offered an exchange of software development services for equity in companies that we worked with. I really liked working with early-stage companies. A real drought of technical capabilities in terms of the ratio of founders to tech co-founders, and so various opportunities to pick up equity stakes. Did that. We had about four or five clients through that process. Ended up really leaning into one of the companies that had raised more money than the rest of them, called Moontoast; went on a four-year journey with them.

We opened offices in Boston, San Francisco. This is at the rise of social media marketing, social commerce. Working with Facebook and Twitter in the early days of their ads ecosystem in that whole transition from desktop to mobile and really, really learned a lot about what it means to build a business on someone else's platform. In parallel to doing that, I was also working nights and weekends with my current business partner, Vic Gatto on Jumpstart Foundry. We launched it in 2009 as a tech accelerator. That was around the two years after Techstars had launched, maybe three or four years after YCombinator.

We were one of the first 100 accelerators in the country. By the time 2014 came around, we were one of 5,000 accelerators in the country. The market got very saturated very quickly. At the end of 2014, Vic and I decided that this was the business we wanted to run. We both quit our positions in our respective companies and went all-in into Jumpstart Foundry and turned it into a seed stage fund in healthcare.

That leads up to today. We've been doing that now five plus years. We've got over 80 companies in our portfolio and we're the most active venture capital fund in the healthcare space in the country.

[0:09:13.9] MB: That's incredible. The story of how you broke into healthcare, I find so fascinating. I want you to tell that, because you went from this incubator to correct me if I'm wrong, but with no healthcare focus, or very few, or if any healthcare companies, and to the leading healthcare VC in the country. What enabled you to break into that industry?

[0:09:39.9] MW: Yes. The reason why we were able to break in so successfully is because of geography. 2014, when we had to accept that the market has saturated to the point where we were no longer going to be able to get great deals, we had to think about what did we have as an advantage. Now if you're in Nashville, Tennessee you have to acknowledge if you're in the venture capital business, you're in the flyover country. You are not in New York, you're not in Boston, you're not in San Francisco and you're not in LA. If you take those four cities, you basically have something like 75% to 80% of all the capital in the venture capital business. The rest of the country splits up the other 20%. Nashville is just in that bucket.

We were never going to be the most attractive early stage fund for just any old tech company, because any old tech company should be on the coast. Nashville has a very strong, robust healthcare ecosystem here. Nashville is the home to Healthcare Corporation of America. Most people think about Nashville as music city and country music obviously is a huge part of this economy, but the number one segment in the economy in Nashville is healthcare.

HCA, Healthcare Corporation of America basically invented for-profit hospitals in the United States. Just HCA alone is responsible for 5% of all healthcare provision in the country. A way to think about that is one in every 20 babies in America is born in an HCA facility. That doesn't even touch Life Point, Community Health Systems, AMSURG, many of our other very, very large healthcare companies here.

There was a very robust ecosystem here, great leaders, and Nashville is a uniquely collaborative city where you can make friends and you can learn about an industry. That intersection of Nashville's community focus and the strength of the healthcare industry was a great place for us to focus. We decided in 2014 as we left the tech accelerator world and went into being a seed stage fund, we could talk a little bit about the difference between those things, but that we would focus exclusively on healthcare.

Spending five years focusing just on healthcare in one of the healthcare capitals of the United States, you can learn a lot. You can learn a lot about how the market actually works. You can learn a lot about which headlines to pay attention to and which are completely irrelevant. You can learn a lot about how the government is going to impact healthcare going forward, because it is a very interesting market compared to most markets in terms of the amount of influence and power that the government has on it. We've been very lucky, because of where we live and where our business is set up that we could accelerate so quickly in the healthcare space.

[0:12:15.8] MB: You had a particular strategy that you shared with me prior to this interview that I thought was an incredible method for breaking into any industry and going from having virtually zero credibility, very few connections and not being a presence, to being a dominant industry presence, starting to shape trends, be on stage with some of the most predominant and preeminent leaders in that industry. You use this to break into healthcare. Tell me a little bit about that methodology and how it works.

[0:12:44.4] MW: Yeah. We backed into this by accident. Now I'll tell you, yes, it is a very good strategy, but it wasn't exactly what we were thinking at first. When we made the shift from a tech accelerator into a seed stage fund, we had one piece of collateral that was left over, which was our demo day. We knew we wanted to get rid of the demo day, but we also knew the power of convening, of bringing people together to build your brand, to build your network and to strengthen the chances of your investments being successful.

We didn't want to get out of the convening business, but we did want to get out of the demo day business, which is where every year, you have the companies you have invested to get on stage and pitch. We just weren't interested in doing that anymore. We had the idea to throw a conference about healthcare innovation. It just so happened that Nashville, even for its very, very strong position in the healthcare industry overall, it did not have a healthcare innovation conference. In 2015, innovation really started to become a topic that all of the leaders in healthcare needed to have an answer for.

We created a brand Health:Further and we threw the first ever Health:Further Summit in August of 2015. To our surprise, the event sold out very, very quickly and it was a smash success. We had leaders and tons of attendees from all the big companies in town there. It was great. We didn't get on stage and profess to know anything, we just threw the party and we invited everybody. They helped us to understand what were going to be the important topics and who needed to speak on those things.

As we did that, A, we built credibility within the industry. B, we learned a lot. C, we started to build relationships with leaders in the industry that we would have never had otherwise, had we gone to these people simply as a venture capital fund saying, “Hey, we've got these companies. We want you to hire them as vendors, or we want you to consider buying them,” we would have been laughed at. By throwing a party and creating value for them, we got to be friends with them and we got to learn a lot and we got to develop our network.

Over the course of four years, we threw that event. Last year, we threw our last one, at least for a while. We put the event on hiatus, because our networks pretty well-developed now. Last year we had about 1,800 attendees. Half of them were coming from outside of the state of Tennessee. We had a 100 people coming from outside of the country. All of this has built our network, has enabled us to better understand what our investment thesis should be and has helped us to even create a path to globalize our business.

[0:15:12.3] MB: I love it. The power of convening as you put it, this idea of bringing people together and even the notion of curating other people and the content the value that they can bring, as you said, especially early on you weren't the keynote speaker, you didn't get on stage and talk about how amazing you are, though you obviously have started to do that now and we'll get into public speaking a little bit more. The power of that event was that you brought these people together and you were the catalyst, though you didn't have to be on the front of the stage and in front of everybody.

[0:15:44.5] MW: That's exactly right. I mean, I can tell you 2015, I didn't know anything about healthcare. It was definitely not my place to get on stage. By last year's summit, I interviewed Milton Johnson who was the former CEO and chairman. At the time he was the CEO and chairman of HCA. You're talking about the number one CEO in all of the hospital business in America and I interviewed him for 20 minutes and I knew what I was talking about. It was a big step from where I was in 2015 and the event was a huge part of that. Going to the event, programming it, curating it.

Every time there was another session that was planned, I needed to understand what that session was about. I really got a crash course that I don't know, maybe it wasn't a crash course. Maybe it was more like a college degree, because it took four years in the way that the healthcare business works. Now as you hinted to, I'm now doing public speaking about where the healthcare industry is and where it's going.

In major healthcare events last year, I keynoted the HFMA annual meeting. HFMA is a 75-year-old organization. It's the leading organization for finance professionals in the healthcare industry and I did a one-hour keynote at that event five years after not knowing anything about the business.

[0:17:04.2] MB: It's an incredible achievement. Tell me more about how you've been able to leverage things like public speaking. Actually, even before we dig into that, you mentioned in a previous interview that I thought was really interesting is that a while ago, you used to think that public speaking wasn't real business, or wasn't real work and you've changed your perspective on that now, see how powerful it can be. Tell me about that shift that you made and then how you’ve started to integrate that into building your business.

[0:17:32.4] MW: Yeah. That shift happened for me when I did my TEDx Talk at TEDx Nashville in 2014. I had done a couple of public speaking things before that. Really in retrospect, mostly panels or technical talks, I hadn't really done the big 18 minute type of TED talk format before. I just did not have enough respect for what went into it. I really didn't. As any TEDx speaker will tell you, when you are selected to do a TED talk, you have to go through a coaching process.

I went in and I showed my deck to the coach at the time and said, “This is what I'm thinking about.” Quite frankly, I was pretty arrogant about it. I was like, “Ah, I'm going to kill it.” I had this talk that had seven different points in it, no good narrative to it. I didn't really internalize that. I needed to have this down, like I wasn't going to be able to read from slides. And they just killed me. They just said, “Hey, this is way too complicated. You need to break it down to three simple points. B, this sounds like something everyone else has said. How are you going to make this unique? C, you have a lot of work to do in a short period of time. You got four weeks before your talk.”

I spend 24 hours being really mad and saying they didn't know what they were talking about. Then I came to reality and said they're right and I have a lot of work to do. I went and looked at a bunch of TED Talks online and thought about where I was versus where those speakers were and I said, “Man, I've got a lot of work to do.” Because once you do a TED Talk, it's immortal, right? It lives online forever.

I spent 40 plus hours committed to working on this talk, writing out an entire script, simplifying it significantly and making sure that I had surprise elements in there, bringing in some pop-culture references, recording it and then listening to it over and over, like you would listen to your favorite song. I listened to myself do this 18-minute talk over and over and over again, practicing it in front of multiple people, then the actual performance, which scared me out of my skin. It was definitely – now I'm much better now. That was the first time I ever had done anything like that, standing in front of a room of 2,000 plus people with the bright lights on you and you can't make a mistake.

It went great and it really set up the stage for so much of what I'm doing today. It set up the stage for my newsletter, for the book that I've been working on for a video series that I've done. Just for me even knowing that me telling my story and the philosophies that I've derived from my experiences could inspire and help other people. I didn't know that. I now have come to really respect public speaking. It's probably one of the most important things that I do. From a strategy tactic perspective, if it's something you're good at and not everybody is good at it, but if it's something you're good at, it's an incredible arbitrage of time and leverage.

You get on stage, people will pay you often to do it and it's marketing and it's brand building and it is a very, very unique thing where you can get paid to market yourself. Most things are not like that. Public speaking has become a very, very valuable skill for me and I have developed a great amount of respect for it.

[0:20:43.6] MB: That's a great frame and a way to think about it that you're basically being paid to market yourself in front of a roomful of people. As soon as you get off stage, you now have this instant credibility of everyone in the room knows who you are and just listened to you for 15 minutes, or however long you're speaking.

[0:20:59.1] MW: Exactly. It's a pretty big hack but it's work, right? The bar is high. There are people out there being paid six figures to do it. If you're going to do it, you're going to have to work at it. TED has really changed the game and has created an art form around public speaking, I would say, as TED on YouTube has just exploded and the number of views that a lot of those videos get. You can think about people whose entire careers have been made by TED. Simon Sinek comes to mind, right? By the way, his talk was a TEDx Talk. It wasn't even a proper TED Talk.

[0:21:28.2] MB: I didn’t know that.

[0:21:29.5] MW: It's a TEDx talk that got elevated to the TED level. Yeah. I mean, I think people don't necessarily take the TEDx stuff as seriously as they should, because you're in the TED network once you do it. If they find a talk to really blow up, then yeah, you could get elevated to a TED level. Go take a look at that talk again and you'll see he's not on the big stage, it's pretty low-budget actually, but the millions of views don't feel low-budget at all.

[0:21:53.6] MB: That's incredible. What advice or strategies would you have for someone who wants to up their personal brand, up their public speaking game, those might be different things, but you've done an incredible job of branding yourself, of building the Marcus Whitney brand, along with building your companies and your businesses. What advice would you have for somebody who is just starting out and doesn't have all of the credibility and the cachet that you do?

[0:22:20.4] MW: I think the place to start is to work on telling your story. That starts by thinking about your story. The TEDx Talk for me was the first time that I actually thought about my story. At that time was 2014, so there were certain elements of my story over the last five years that weren't there. I still had enough to talk about specifically going from waiting tables, to being a software developer, to being an entrepreneur, so that journey that I was on.

Now I can add soccer to it and a couple of other cool things that I've done over the last five years. When I started to think about my story, I started to think about okay, what were the principles that I knowingly, or unknowingly lived by that helped me to achieve the things that I did achieve? That's where I came up with the things I talked about it in the TEDx Talk, which even today are still key pillars that I live by, but also that I create a lot of my content around, this idea of believing, partnering up and orchestrating, which have become the framework for the Create and Orchestrate book and so many other things that I've talked about that.

That framework of knowing your story and being able to simplify what you've learned through your story down to three key points is really money and anybody can do it. I don't think there's any way that that framework can be saturated, because everyone's story is unique. As long as you stay authentic and unique to your own story, you can bring your own unique angle to that framework. There's just truth to the law of threes. People understand things in threes. It's just the way that we're wired. I think just knowing your story, working on writing your story down is where to start.

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[0:25:08.7] MB: I want to dig in to the three-part framework that you just shared; believe, partner-up and orchestrate. I think it's such a fascinating idea. Tell me about each of those components and how they put together.

[0:25:19.8] MW: Yeah. I had to think about how I grew into the person that I was. It definitely started with belief. When I was waiting tables, I was working six and a half days a week. During the six of the six-and-a-half, I was working double shifts. Anyone who's ever waited tables and those were double shifts knows those are hard days. Not just physically hard. They're hard mentally, because some days are good when you're waiting tables, some days are absolutely terrible. Sometimes you get stiffed.

You've got that break in the day and what are you doing during the break? Because you got to go back and work later on. It's really just hard. When I also had a one child and my wife at the time was pregnant with another child, it was just difficult to see our way out of it. We were living in a week-to-week efficiency hotel. There was nothing in my environment that I could see that should have given me any belief that I was going to be able to get out of it, especially by way of software engineering.

I had to believe in myself that I could. I spent so much time seeing myself as a programmer, putting myself in environments that would reinforce that belief. I just find belief to be the fundamental human capability that allows us to become things that otherwise we would never be able to become. That was the first part for me. Then there's been a recurring theme throughout my life of co-creation, where things don't tend to happen very well when I'm doing them by myself. I have to learn this lesson over and over again. I'm learning it again right now and I'm about to engage in another partnership with a new venture that I'm working on. I'm so excited, because all of a sudden, things are moving quickly again.

It is really, really hard to do things by yourself, right? When you have a partner, you just can get that flow of energy and you get to focus on the things that you're good at and that you love to do and that other person can focus on the things that they're good at and that they love to do. There's magic that happens there. I saw over and over in my career the importance of partnering with somebody else in order to make something great happen.

Then the third stage, orchestrate, is just this idea that ultimately to do anything big, to do anything major, to do anything grand, you have to get a lot of people on the same page, moving in the same direction. This has often been something I've had to do through big events, but I think the biggest example I've ever had in my life of this was bringing professional soccer to Nashville. That was something that required more orchestration than I've ever done before. This was getting people on the same page in politics, in the community, investors. Just so many different people had to be marching in the same direction in order to make it possible for a professional soccer to come to the city of Nashville.

Just whenever you're trying to do something big, this mindset of orchestration is key. When you think about orchestration often, you think about an orchestra and a conductor. If you look at the conductor, they look weird because they're up there and they're waving this stick and they're not actually playing any of the instruments and that's the point, right? Is the work of orchestration is not actually playing the instruments, it's keeping everybody aligned and feeding into everybody else, so that the collective result is harmonious and successful. That is a key skill that whenever you want to take anything you're doing to a grand level, I think is very, very important to be able to do.

Those are the three things that I saw in my story come up over and over and over again. They were just a theme. Yeah, it resonated with people when I did the talk, so I decided to name my book after it.

[0:28:58.0] MB: There's so many things I want to break down from that. Let's start with the story about belief. It's such a powerful narrative going from a college dropout, a waiter, to becoming one of the most powerful, prominent, the biggest healthcare venture capitalist in the country, maybe the world even potentially. What advice would you have for someone who is in a similar situation that you were in 20 years ago? Their back is against the wall, they're struggling, they don't necessarily see the path forward. What would you say to them and what would you tell them to do?

[0:29:33.3] MW: The thing that I think was so important about that time and you said backs against the wall, I think backs against the wall is helpful. I think the pressure that's created from having your back against the wall can really push you to do great things. The goal I set while it did not have a lot to do with the life I was living, it was ultimately achievable. It wasn't so outlandish crazy that it couldn't possibly happen. That's something that I've learned is very important, which is belief is very, very powerful. It is a critical ingredient in doing anything really, really meaningful in the world, especially in terms of tapping into your true talents and your true purpose for being here.

You have to believe in something that is attainable and achievable. It needs to be a stretch, but it also needs to be achievable. For me, the stretch of going from waiting tables to being a junior software developer at a company, making $45,000 a year and getting a benefits package, it’s a pretty big jump, but it was attainable, right? You know what I mean? It wasn't completely inconceivable that it could happen.

I then leveraged that to dare to believe the next thing and to dare to believe the next thing. I think over the course of the last 19 and a half years that I've been developing this career, I've probably believed 19 to 20 different things. Probably every year, I've dared to believe a little bit more and a little bit more and the success that I've gotten from each belief that worked out was rolled into the next one and it provided a little bit of momentum. It certainly helped any debate I might have in my mind about whether or not it was possible for me to achieve that thing.

I could always look back at the last thing and say, “Dude, you did that. You can definitely do this next thing.” I think where people get out of alignment with that energy is when they set a goal that is just too far from where they currently are. It doesn't mean they can never do it, right? Because if you take my whole story and you put it together and you say, this guy was a college dropout who waiting tables and didn't know anybody in town and now he is one of the owners of a major league soccer team, right?

Okay, so if you take everything out of the middle, that is completely impossible, right? There's no way I can jump from that first thing that I said to the last thing. If you take all the hops in between, then it starts to make sense and it starts to become more and more plausible. I would have never believed in the year 2000 when I was just trying to figure out how to be able to get into a regular apartment that I could potentially be a co-owner of a professional sports team. That would have never been a realistic thing for me to think about.

I was just trying to take care of my kids. I was just trying to get healthcare benefits, right? I just didn't stop there. Once I got that, I was like, “Okay, great. This is awesome. I've achieved that. Now what's the next thing I can believe that's attainable? How do I build that momentum from the last thing that I did?” I think that's the angle that I see some people get a little bit tripped up on is from where they are and what they want to be, they're skipping steps.

[0:32:54.3] MB: Such a great story. It's time to dig into this. I'm so curious. I think many people's life goal is to own a professional sports team. What is that like and how did you achieve that?

[0:33:09.1] MW: It's like so many other things, right? A, five years ago when the journey started, I never thought this would be the way that it would play out, but I did know there was something there worth spending my time and energy on. The background to the story is Nashville has been growing at an incredible rate for the last, let's just call seven years. We had a pro-am soccer team called the Nashville Metros that had been around for several decades. Unfortunately, just from timing perspective, the ownership group had to close its doors, and so Nashville was left with no competitive soccer team to cheer for.

A young man named Chris Jones saw that and said, “Well, that sucks. I would like to start a community-based soccer team called Nashville Football Club. It's a non-profit and everybody can pay $75 in order to be a part of it and let's see what we can do.” He put it out on Twitter. This whole thing actually started as a tweet.

I saw that and I ended up being the 86th person to pay $75 to be a member of this non-profit. To be completely honest, I was really busy with my own work at the time. I stayed tuned in via social. I would e-mail Chris from time to time, but I didn't have a lot of time to go to the games. I was on planes going to Boston and San Francisco working a lot at that time.

By the end of the very first season that they played, they were having between 1,000 to 2,000 people going to the games. They ended up making the playoffs. Now this was fourth division soccer, right? There's no TV or anything like that. It’s not a lot of money in it, but they'd clearly shown that Nashville had an appetite for soccer and there was the opportunity to develop something really, really great there.

At the end of that season, I reached out to Chris and said, “Hey, let's get together.” We had lunch and he said to me, “Look, we had a great first season, but I think this thing needs some real leadership in terms of tightening up the business. Would you join the board?” I agreed. Pretty quickly after joining the board, I became the chairman of the board. Then pretty quickly after that, there was an article in our local newspaper that said that a professional team, they were in the third division from Pennsylvania had spoken to our mayor's office and was looking at moving to Nashville.

That was an opportunity for us to leverage that story and say to the public hey, if anyone's going to bring professional soccer here, they need to talk to us first. That got the local paper involved and they interviewed us for a story about that. That really started the ball rolling on a conversation about how we would take this non-profit fourth division entity and make it into a professional team.

I knew just from my work in business that there was no way that a non-profit could ultimately run a professional team in America. Just none of the leagues would really support that long-term. I also had experience, because I've been working in the tech accelerator on how to package something up to raise money around it. I shifted my energy to building a pitch and to hosting investor events. In our very first investor event, we found our lead investor, a gentleman named David Dill who then was the president of LifePoint Health and now is the CEO.

David brought along a good friend of his, who's also a healthcare entrepreneur, a gentleman named Chris [inaudible 0:36:39.3]. Then David recruited me to be part of the ownership group. Within 18 months of me joining the board of Nashville Football Club, I ended up becoming part of the ownership group of the group that went and got a pro franchise in the third division, which quickly became a second division for soccer in the United States, a group called the United Soccer League.

Then news came out that major league soccer was looking to do an expansion and was going to add four teams to the league. A group led by John Ingram, who is one of the – let’s just call most successful business families, the Ingram family in Nashville, started that process. We entered into negotiations with John just to unify the bid for Major League Soccer. John then purchased a majority of our franchise, in exchange for us getting a percentage of the major league team should we be awarded it. Then a year later, we were awarded the major league team. We were the first city to receive an expansion team. We will play our first game February 29th of 2020 in Major League Soccer. That's the story. That's how it happened.

[0:37:54.1] MB: The thing I love about that and this comes back to the concept of orchestration, which I want to dig into a little bit more, is that very similar to the lesson you shared about how your career trajectory, it's all about these individual steps, right? You can't necessarily see what the end is going to be and yet, each step and each process and coordinating all these different people and all these different relationships opens a new door and a new opportunity. If you don't take the first step, then you never see the winding path that can unfold before you.

[0:38:27.8] MW: That’s exactly right. I mean, I would call the first step when I joined the board of Nashville Football Club, right? What earned me the right to do that was when I get to pay $75 to be a member. The first real step was when I joined the board. You could not have told me that from the day that I joined the board three years later, we were going to be receiving a Major League Soccer expansion team. That was not even in the cards. In fact, when I first accepted the role of chairman, I put a message in front of – you have to go to the board and state your vision, right? I said, we will reach Major League Soccer in 10 years, right?

[0:39:07.0] MB: You beat that goal.

[0:39:08.3] MW: Yeah. We cut that goal in half. Did I see this ultimately happening because of the momentum of the city and all this other stuff? Yes. Did I know it was going to happen as quickly as it did and then I was going to be playing the role that I played in it? No.

Getting my hands dirty at the non-profit level gave me incredible insight that was valuable all the way through to the Major League Soccer expansion bid. I understood the supporters very, very well. I understood the community. I understood a lot of things that earned me an opportunity to continue to be considered valuable as a member of the ownership group. Yes. I had to do a lot of orchestration along the way.

Yes. I mean, I think that is a skill. I think I might have even heard it on one of your shows, just the importance of the skill of synthesizing things and not necessarily being a specialist in a particular thing, but being able to learn from a variety of experiences and then bring all those experiences together to create more value than you would if you only understood things in one realm. That's been something I've just continued to do throughout my life. Orchestrating really helps that, because you have to communicate with lots of different people coming from lots of different perspectives.

While I've never been in politics, I've had to work with politicians in order to get things done. I have a better understanding of politics than I ever would before having had to work with politicians, right? If that makes sense.

[0:40:37.1] MB: That totally makes sense. The analogy of the orchestra is great, because as you said earlier and this is a really powerful image, the conductor is not playing an instrument. To me that's a really important lesson that many people miss when they think about achieving a big goal, they think about executing and hustling in the day-to-day of it, but the orchestration piece is such a powerful component as well.

[0:41:03.7] MW: Absolutely. The conductor's job is to make everybody else look like a rock star. That's the job. To even in real-time highlight and signal to the audience – Some of the stuff that the conductor does, I'm not even sure it's really for the orchestra, as much as it is to cue the audience, pay attention to this section right now, right? Because they're about to go off. You know what I mean? I think that's part of the deal too. I think there's incredible value in highlighting other people and celebrating other people and making sure that two different groups that will be much better together than it will be apart, understand how much better they'll be together and navigating, getting them to believe that.

Those were things that we had to do through this process, because everyone had their own interests, right? I mean, we all shared a vision. The clear vision was we want to have Major League Soccer here in Nashville. People are coming at it from different perspectives, right? The politicians owe something to their constituents. Different groups of investors want different things. That's just reality. There's nothing good or bad about that. That's just the way that the world works. You have to be able to show people that none of us are going to get what we individually want out of this if we can't make this happen together. There will be lots of compromises and sacrifices that will happen, but ultimately, we'll all get to enjoying this greater vision and ultimately, you'll also really get what you're after.

[0:42:34.1] MB: That makes me think of another comment that I've heard you make in the past that I thought was really insightful, which was the difference between management and leadership. I think you and I share a similar perspective. Correct me if I misstating this, but I think you once said you don't love managing people. I'm very similar. I don't like managing people. I love coaching and inspiring and that thing. The distinction between management leadership, I think is really interesting and I'd love to get your insight on that.

[0:43:00.9] MW: Yes. Leadership I believe is the highest order in any organization. It is about things like vision, values, communication, principles, goals, accountability, ethics, integrity, those are the things that leadership is about. Inspiration, inspiring people. Those are the things that make up a culture. Management is an operational function. I have a framework for the way that I have reverse-engineered business, because I dropped out so I didn't go to business school. I don't have a traditional way of interpreting businesses, but I basically have reverse-engineered it into eight concepts that I've never seen any business not have to adhere to. They actually go in order of importance, but they are all critical and necessary.

At the very top of the – I call them the eight core concepts. At the top is leadership, then finance, then operations, then growth. I'd be happy to talk about what I mean by that. Then product, then service, then sales and then marketing. Those are to me the eight core concepts that every single business has to address. Leadership is the highest order concept. Management falls inside of operations, which to me is the third highest order concept.

Management is about delivering things predictably, ultimately. That is to all your different stakeholders. You have employees that are stakeholders, you have customers that are stakeholders, you have investors that are stakeholders. You put forth a brand promise, you put forth a promise of what value you're going to deliver to all of those stakeholders. Management is about seeing to that actually happening.

Some management is project management, some management is people management. In the case of people management, that's a skill set. That's a very specific skill set. Not the same skill set to me as leadership. I think both are necessary, but I think they often get conflated. They're not the same thing. If you've done management as much as I have and have had the mixed bag of results that I have had, you know what I mean? You've also done leadership and you've had a different set of results for that, you start to distinguish between the two and get clear on what you're passionate about, what you're good at and whether or not leadership and management are the same thing. For me, they're not. For me, I am very, very passionate about leadership and I see management as a skill set that I value highly, but that I am not that interested in personally.

[0:45:48.6] MB: I love that framework and I personally agree with that breakdown and the distinction between management and leadership. I through my own business experience also have a very similar perspective about my own strengths around management, but that's a whole aside, that we don't have time to get into because I know we're running out of time.

For listeners who want to concretely implement something that we've talked about today, we've talked about a bunch of different strategies and ideas, what would be one piece of homework or initial action stuff that you would give them to start taking action towards something we've discussed?

[0:46:25.8] MW: Yeah. Something I've been thinking about a lot lately is the Japanese concept of ikigai, just the Japanese concept of life purpose. It's falling at this intersection of what you love to do, what you're good at, what the world needs and what you can get paid for. I find that to be such a helpful directive framework around how you can really maximize your time on earth.

I think about entrepreneurship as a creative palette. Sometimes, your partner will be the entrepreneur and you will be the creative, right? You can still have lots of entrepreneurial endeavors, but you're not necessarily great at finance, right? Look, in order to be a really great entrepreneur, you got to know finance stuff. It's pretty important.

I think thinking about where you fall at that intersection, what do you love to do and what are you good at and what will the world pay you for and what does the world need? I think that process of self-awareness is so helpful for then figuring out all these other steps. I'll repeat, thinking about your own story, just really going back and jotting down what's happened to you in your life and the way that you remember it and what themes emerge from that process, I think is incredibly helpful.

There are so many different frameworks out there for how you'll put together a business. There's the business model canvas. There's the attraction VTO. There's the lean canvas. There's just so many different ways to get the thoughts out of your head around how you want to launch a business. I think the most important things really are centered around self-awareness, because it's how you position yourself relative to this thing you want to do and who you need to partner with in order to make it happen, and what is going to be your challenge around orchestration. Those are the things that I think are really, really important and that I think everybody can do. My task for everybody would be how do you get more clear on who you really are.

[0:48:31.5] MB: The idea that self-awareness is one of the most important business skills is something that I fundamentally believe and in many ways, guides many of the conversations we have here on the Science of Success. It's so interesting to hear that from someone who's been such a successful business person that you have a very similar perspective as well.

[0:48:51.9] MW: Yeah. I mean, I'm at this point in my career and in my life. I'm 43, I'll be 44 here shortly. I've raised two children. I’ve probably learned more than that than I've learned through business. I've had so many failures that have enabled me to have the short list of successes that I'm very proud of, but I'm not undefeated, right? I've got losses on my record. Even in my successes, I've got losses, right? I think as I look back, it's fine. I learned a lot about myself through those things, but one of the big things that I learned is I'm not good at everything and that's okay, nobody is. Nobody's great at everything.

You don't know until you try. I think that you have to be okay with failure if you're going to be a creative entrepreneur, because that's part of the self-discovery process is going through those failures. Yes. In reflection as I think about my remaining time here on earth and especially the remainder of my 40s and my 50s and my 60s, I want to maximize my impact. That means I'm not going to spend any time doing anything I don't think I'm exceptional and uniquely exceptional. Management would not be one of those things, right? I will manage to the degree that I have to. It's not something that I like doing. I know I have shortcomings in it and I'm happy to accept that. That's totally fine by me.

[0:50:06.1] MB: Another great insight that you can't be good at everything and acknowledging your shortcomings is a critical component to being a successful business person. Marcus, for listeners who want to find more about you, your work and everything that you're creating and doing online, what is the best place for them to do that?

[0:50:24.1] MW: MarcusWhitney.com. I would welcome you to come to my website and please subscribe to my e-mail, The Grind. It is I think the most important work I do. I send it out every week and it is a very, very personal note from me to you, where I am talking about my life and what I am learning from the experiences that I'm having in my life. Then I also keep you posted on things I've got going on, like online content and things of that nature. Just my website and subscribing to my e-mail list is my one simple ask.

[0:50:58.0] MB: Marcus, thank you so much for coming on the show, for sharing all this wisdom. Some great stories, some great insights about an incredible journey and some really fascinating business concepts and ideas.

[0:51:09.2] MW: Matt, thank you so much for having me. It's an absolute honor.

[0:51:12.3] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Remember, the greatest compliment you can give us is a referral to a friend either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes because that helps boost the algorithm, that helps us move up the iTunes rankings and helps more people discover the Science of Success.

Don't forget, if you want to get all the incredible information we talk about in the show, links transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top.

Thanks again, and we'll see you on the next episode of the Science of Success.

December 11, 2019 /Lace Gilger
Career Development, Mind Expansion
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Life’s Great Question - How To Find MEANING In Your Work & Life with Tom Rath

December 05, 2019 by Lace Gilger in High Performance, Influence & Communication

In this episode we ask the big question - how do you find meaning in your life and work? When you’re starting death in the face, life’s purpose becomes clear. We learn how to harness those lessons to find meaning in your own life and discover a few simple things you can do every day - starting right now - to increase your odds of living a longer, healthier, happier life with our guest Tom Rath. 

  • How a shocking cancer diagnosis and crippling blindness at the age of 16 transformed Tom’s life and put him on a path of transformation.

  • What are the simple things you can do every day - starting right now - to increase your odds of living a longer, healthier life?

  • If you want to be effective as a leader, or in your career as a parent - you have to start with YOURSELF. You have to put your oxygen mask on first. 

  • Most people are operating at 20-25% effectiveness in today’s work environment. 

  • Even one good night of sleep is like a reset button for your life. It gives you a clean and clear slate for the next day to get started on the right foot, and can create an upward spiral of health and productivity. 

  • Building better default choices into your shopping and your environment is a great way to improve in a simple, small way

  • It takes one little turning point, and then your life starts to go into a more and more positive direction. 

  • It’s a mistake to think that more time = more productivity. The marginal effectiveness of working over 50-60 hours begins to be negative.

  • We need to think about work as performance challenge - how do we optimize PERFORMANCE instead of just maximizing time.

  • Wellness is not about disease prevention, it’s a question of PERFORMANCE and being as effective and being your best self. 

  • Wellness/wellbeing is not a “nice to have” - it’s not about “disease burden reduction” - it’s about performance and results - and until we shift that focus and understand that these interventions are the KEY to unleashing more energy, creativity, and results in your life - we’re missing HUGE tools for being more effective leaders and producers. 

  • The psychological and physical steps you can use to create better DAYs in your life. 

    • Eat, move, sleep

    • “Other people matter” - interactions and connections with people we love increase daily happiness.

    • We have to find ways to create MEANING in our work. Meaning more than money will be the currency of work. 

  • We really don’t take enough time in a given day to ask meaningful questions of the people we love and care about. Invest in your closest personal relationships.

  • Be known for not using your phone. The new status symbol is that you don’t have to be tethered to your phone.

  • Walking outside for 10 minutes a day with someone can be a powerful way to improve your thinking and your relationships. 

  • Consider having WALKING meetings with friends and colleagues. You have much more expansionary and open conversations when walking outside. 

  • What is the difference between meaning and happiness? What happens when we get them confused? 

  • How money can kill meaning and actually demotivate people. 

  • How do you bring meaning back into your work and make life more meaningful?

  • Life’s great jobs are MADE not FOUND. You can craft the job that you have into one that you love and find meaning in in most cases. Start with the job that you have. Look at the tasks that you achieve every day and start to connect that to serving a bigger purpose for OTHER people.

  • Start tying the tasks that you do to the people that are helped by your work. 

  • A great step to doing this is to help another person tie their work into how they help other people. 

  • We ALL need reminders of how our work helps others, even nurses! 

  • There’s nothing more powerful you can do from a contribution standpoint than to help another person spot how THEY are helping people. 

  • When you’re starting or joining a new team - take the time to get aligned with everyone about what your strengths and contributions are and where you can add the most value.

  • Dr. Martin Luther King: "Life’s most persistent and urgent question is, what are you doing for others?"

  • It’s a better use of your time to invest in things that can compound even if you're not directly moving them forward. 

  • How do you identify the most significant contribution we can make in our lives?

    • Ask yourself - what are the central ROLES that you play in your life? Are you doing a good job in those roles and serving others? Mother, Father, sister, brother, parent, etc

    • Figure out your “Defining Roles” and see how you can contribute to them?

    • What are the 2-3 most significant life experiences that have changed your life? Positive and negative. How did they shape you?

  • How can we each get clarity around the 3 core areas of contribution?

    • Create something 

    • Operate together 

    • Relating to one another 

  • What should you do if you can’t find meaning or passion or purpose in your life? What should you do if you can’t 

  • Forget about finding your passion or purpose - that’s a counter productive goal. Purpose and meaning are journeys that occur over decades, and it’s not a straight line, it has ups and downs. Purpose is a myth. 

  • Find your greatest contribution, NOT your passion. There are a lot of passions that don’t do a lot for the world. Start with something that is directed at other people, find something that you can help even one other person. 

  • Stop looking inward to find your meaning. Look outward and focus on contributing to others. 

  • How do you balance doubling down on your strengths vs fixing your weaknesses? 

    • Spend 80% of your time on your strengths and 20% of your time on fixing your weaknesses. 

    • You can’t ignore your weaknesses, they can be big blindspots. 

    • This all starts with self awareness - it’s a KEY component of all of this. 

    • This is a balance - it’s not all or nothing. 

  • Homework: take a moment right now and do a retrospective reflection on your typical day of work. See if you can draw a few direct lines between what you do during an average work day and how that helps another person. What’s something that you can do TODAY that will have a positive influence on another person? What can do you do remind yourself of that day after day?

  • Homework: Do something today that helps another person you work with or care about to spot a way that they’re making a difference and contributing.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Tom’s Website and Wiki Page

  • Tom’s LinkedIn, Twitter, and Facebook

  • Contribify Website

  • Eat Move Sleep website

Media

  • Optimize - Tom Rath Article Directory

  • Heleo - “The 3 Keys to Daily Well-Being” By Editors

  • Entrepreneur - “Excessive Sitting Could Shorten Your Life. Engineer Activity Into Your Routine Today” by Tom Rath

  • Dave Ramsey - Finding Your Strengths: Tom Rath Discusses How to Engage Your Team

  • Quiet Revolution - “You Have Today To Do What Matters Most”: An Interview with Tom Rath” By Susan Cain

  • Book Review: “Are You Fully Charged?: The 3 Keys to Energizing Your Work Life” by Tom Rath

  • Daniel H. Pink - “5 (or 6) Questions for Tom Rath”

  • Mentor Coaching - Positive Psychology Coaching: Interview with Tom Rath

  • TD Magazine - Tom Rath By Phaedra Brotherton

  • Josh Kaufman - “Notes on StrengthsFinder 2.0 by Tom Rath” by Josh Kaufman

  • University of Minnesota - Small Steps to Big Change: An Interview with Tom Rath

  • Forbes - “Tom Rath: How Small Changes Make All The Difference In Your Life” by Dan Schawbel

  • [Podcast] Dose of Leadership - 146 – Tom Rath: Bestselling author of StrengthsFinder 2.0, Eat Move Sleep, Strengths Based Leadership, & How Full Is Your Bucket

  • [Podcast] Accidental Creative - Podcast: Tom Rath by Todd Henry

  • [Podcast] Elevate with Robert Glazer - EPISODE 37: Tom Rath on Discovering Your Strengths and Finding Purpose

Videos

  • Tom’s YouTube Channel

  • FULLY CHARGED - Official Trailer

  • Colorado Thought Leaders Forum - 2017 Tom Rath Keynote With The Colorado Thought Leaders Forum

  • Productivity Game - ARE YOU FULLY CHARGED? by Tom Rath | ANIMATED CORE MESSAGE

  • Brian Johnson - Optimize Interview: Get Fully Charged with Tom Rath

    • PNTV: Eat Move Sleep by Tom Rath

    • PNTV: Are You Fully Charged? by Tom Rath

  • Snapreads - StrengthsFinder 2.0 by Tom Rath | Animated Book Review

  • 3 Minutes Smarter - LEARN YOUR STRENGTHS - StrengthsFinder 2 0 by Tom Rath & Gallup

  • Jessrartist - How Full is Your Bucket? For Kids by Tom Rath and Mary Reckmeyer

  • Callibrain - Video Review for Strengths Based Leadership by Tom Rath and Barry Conchie

Books

  • Tom’s Amazon Profile

  • Life's Great Question: Discover How You Contribute To The World  by Tom Rath

  • Are You Fully Charged?: The 3 Keys to Energizing Your Work and Life  by Tom Rath

  • The Rechargeables: Eat Move Sleep  by Tom Rath and Carlos Aon

  • Wellbeing: The Five Essential Elements  by Tom Rath and Jim Harter

  • Eat Move Sleep: How Small Choices Lead to Big Changes  by Tom Rath

  • Vital Friends: The People You Can't Afford to Live Without  by Tom Rath

  • How Full Is Your Bucket? For Kids  by Tom Rath, Mary Reckmeyer, and  Maurie J. Manning

  • How Full Is Your Bucket?; Positive Strategies for Work and Life (by book's seller)  by Tom Rath & Ph.D. Donald O. Clifton

  • Strengths Based Leadership: Great Leaders, Teams, and Why People Follow  by Tom Rath and Barry Conchie

  • StrengthsFinder 2.0 by Tom Rath

Misc

  • [Article] Yale Insights - “When Is One Motivation Better than Two?” by Amy Wrzesniewski

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet with more than four million downloads and listeners in over a hundred countries.

In this episode, we ask the big question, how do you find meaning in your life and work? When you're staring death in the face, life's purpose becomes clear. We learn how to harness those lessons, to find meaning in your own life and discover a few things that you can do every day starting right now, to increase your odds of living a longer healthier happier life, with our guest, Tom Rath.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word “smarter”, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we wished you a happy Thanksgiving with a beautiful compilation of some of our favorite takes, themes and ideas around the importance of gratitude and how you can be more grateful in your life. If you want to tap into the incredible power of gratitude and how we can transform your life, check out our previous episode.

Now for our interview with Tom.

[0:01:54.0] MB: Today we have another exciting guest on the show, Tom Rath. Tom is a consultant and author on employee engagement, strengths and well-being. He's best known for his studies on strength-based leadership, well-being and synthesizing research findings in his series of best-selling books. His 10 books have sold more than 10 million copies and he's made hundreds of appearances around the globe on best-seller lists. He also serves as a senior scientist and advisor to Gallup, among many other companies. Tom, welcome to the Science of Success.

[0:02:21.6] TR: Thanks so much. It's an honor to be talking with you, Matt.

[0:02:23.6] MB: Well, we're really excited to have you on the show today. The topics that you've covered in your work are so fascinating and important. I think especially in today's world, these questions of meaning and contribution and what do I really want to spend my time on and focus my life on, these are things that I think about all the time, I know so many people are really concerned with.

Before we dig into that, I want to almost follow the narrative journey of your publishing career in some form or fashion, because there's so many lessons that come out of it and it's amazing how interwoven these things are. Let's start with you have a book, title is very simple, called Eat Move Sleep. Tell me about that project, how did that come about and what were the big lessons?

[0:03:08.8] TR: Yeah. The project came about, it does have an interesting backstory, but also I think has influenced the rest of the work that we'll talk about quite a bit. I'm now 43-years-old for context. When I was 16-years-old growing up a normal child, that I grew up in Nebraska in the middle of a country and I was having trouble seeing out of one eye.

Eventually went to an eye doctor and he said, “Well, you've got a lot of large tumors on the back of your left eye. They’re cancerous.” He said, “You'll probably lose all sight in that eye over the next few months.” He said, “In addition to that, we think you have a really rare genetic disorder that essentially shuts off the body's most powerful tumor suppressing gene.”

He said, as a product of that, we don't know the estimate at the time and said I might live to be 37. When I did some research and digging on it, but they said you will have cancer in your kidneys, in your pancreas, in your spine and a host of other areas. To make a really long story short, I am currently battling cancer in all those areas and I did lose all sight in my eye when I was young. The thing I struggle with most now are some large spinal tumors.

As a part of that journey, having that diagnosis when I was 16-years-old, I've essentially spent all of my time since then, or a good chunk of every single day I wake up and I just read through all the medical research and literature that I can get my hands on thousands and thousands of articles about what are all the small steps that I can take today that simply increase my odds of living longer in good health.

You mentioned the book Eat Move Sleep. When I turned 37, I viewed that as a moment to step back and say, “Hey, things have gone pretty well. I've been able to keep this at bay and live a relatively normal life for quite a while.” I thought that was a good time to step back and say, what are all the specific tips around eating, moving and sleeping better that aren't just good for me and my long-term health and keeping cancer at bay, but what are the things that anyone that I care about could learn from all of that research in order to have better days, be better role models and to increase their odds of decreasing things like heart disease, diabetes and cancer and all those odds as well?

The big takeaway as I got into that book was even for a guy like me with that extraordinary risk and threats every day, it's still really not a great motivator for me to avoid the cheeseburger and French fries at lunch today. What is our connecting the research with these moment-by-moment decisions to knowing that I need that energy to be my best in a meeting at 4:00 today. Boy, do I need a lot more energy when my kids get home at 5:00 tonight so I can be a good dad.

As I started to connect all these small, little daily choices about being more active and eating some of the right foods and getting a good night's sleep, I realized that that can help me and a lot of other people just to prioritize our own health and well-being in the moment today, so we can be better spouses, be better workers, be better members of our community.

[0:06:09.5] MB: I can't imagine getting that diagnosis, especially at such a young age. I'm sure that in many ways has shaped your focus and the journey that a lot of your work is taking you on. I want to come back and dig in a little bit more, because you said something really important, which is this idea that it's very hard to tie these important long-term goals into our daily choices. We know the things. In many ways, eating, sleeping, moving, these are things that we know how important they are, they're almost so simple that nobody even wants to hear that advice. It's almost demotivating or not motivating. How did you find a way to bridge that gap between the things we know we should be doing and what we actually do on a day-to-day basis?

[0:06:56.6] TR: One of the big realizations for me and especially thinking about it from a career and a leadership standpoint is if you want to be effective as a leader, or in your career, or as a parent, you have to put your own health and well-being first. Let me start with that, where it's the very tried but true oxygen mask example on an airplane. Most people are showing up at work today and I think they're operating at about 20%, 25% of their effectiveness based on my estimates. We need to say, “Hey, I'm going to prioritize my health and energy first, because I need it, my customers need it, my clients need it, my career needs it.”

The way to do that is in what's the encouraging thing I learned from all the deep research I did on eating, moving and sleeping is if you just get one good night of sleep, even if you've had a crummy day today, everything's gone wrong, you get a solid seven or eight hours of sleep, it's the reset button on a Xbox, or a smartphone. It just gives you a clear slate the next day and you're more likely to be more active and move around throughout the day. You're more likely to eat healthier foods. It starts these upward spirals where your days get progressively better, because you made the right, small choices in the moment.

The same thing applies in the other direction the way those three things work in tandem, where if I've had a pretty good night's sleep and I've been active and moving around throughout the morning and then all of a sudden, I see a bunch of people who I'm out to eat with and they make indulgent choices, a bunch of fried foods and have dessert at lunch, whatever it might be, then I go into a meeting at 4:00 that afternoon and I'm half asleep, I don't have anywhere near the ideas or creativity that I need. That's likely to disrupt my sleep and send things in the other direction.

I think when people start to see the interconnectedness of these small choices, then they realize that they need to build better default choices in. When I say build better default choices in, make sure the right stuff ends up in your grocery cart at the store, because then you're not going to be tempted in a weaker moment like we all are to grab for the bag of chips, or for me, it's peanut butter pretzels I can't resist, right?

How do you build some healthy choices into the place where you work and your home as well? Then to start to think about how do you just build a little bit more activity or into your routine. Like you mentioned, it's not big overarching changes. I think what I've learned over the last decade is that I think when a lot of us here, you need to have 30 to 60 minutes of intense cardiovascular activity five days a week. We just throw our hands up and say, “I’m not going to do that.” The bigger public health problems and bigger challenge for most of us is we just need to not sit in a chair with our butts glued to it for six to eight hours a day, because that's causing more cardiovascular disease, that's causing more diabetes, obesity, it’s causing all kinds of problems.

The solution to that is just to do what I'm doing right now. When you're on a phone call, be up and moving around and pacing around a little bit. It's that subtle variance in our activity that can reel long-term rewards for our overall health.

[0:09:55.0] MB: It's amazing, the power of upward spirals and how even one really small victory can compound and begin to grow into more and more positive healthy life choices.

[0:10:08.6] TR: Yeah. It just takes one little turning point there and then everything starts to go in the right direction in that. The things you do – the other thing I've learned through experience is that let's say you're in a workplace and you're someone like me, I'm normally a little more introverted, I've never preached to anyone about health. Even though I wrote the book Eat Move Sleep, but I would never even tell one of my relatives or in-laws or best friends what I think they should do with their health.

The one thing I do is I'm very careful to be a good example for my kids, for my friends, for my colleagues and with my own actions. It may take six months, sometimes it takes three years, but eventually people start to pick up on things that we do and we set better examples for the people around us and people we care about. I'm increasingly convinced that demonstrating good health and well-being is one of the most important things that leaders and organizations can do today, because if the opposite is true and you see leaders who are sacrificing their sleep first, which many, many leaders do and you see people who are setting bad examples with what they eat and they're not prioritizing sleep and so forth, boy that sends a message to the rest of the people, in that workgroup and maybe throughout the organization that prioritizing your own health and well-being isn't acceptable here. I don't think that's going to be acceptable for leaders to act like that 10 years from now. I hope not.

[0:11:25.7] MB: That comes back to what you said a minute ago as well, this idea of the oxygen mask principle; you have to start with yourself. In many ways, that seems like it's missing in our lexicon, or our understanding of productivity and health and happiness today.

[0:11:44.2] TR: Yeah. I grew up in a real hard-working farming Midwestern town in Lincoln, Nebraska. I never met a role model who I want to look up to who would admit that they needed seven or eight hours sleep back then. It was always a badge of honor to say, “I only had four hours sleep and I still did X and Y and Z.” There's that industrial mindset from a workplace standpoint and you have that paired with some of that real good intended upbringing and US is a country that tries and works hard and so forth.

I don't think we've taken enough of a step back yet to realize how much unintentional collateral damage that can do when everyone around you is just trying to ramp up and work longer hours. There's a lot of good research emerging the last five years that I've seen showing that just encouraging people to do long, work longer hours, after about 40 hours to be really specific from a research standpoint and I've looked at this and written about this, the book called Wellbeing that we worked on when I was at Gallup, once you get past 40 hours, hours 40 through 50 and hours 50 through 60, they're just nowhere near as productive as the first 20 or 30 hours.

It's a mistake to think that more time equals more productivity and it's certainly doesn’t equal more quality. It equals more errors and more variance and more safety challenges in the workplace.

[0:13:06.2] MB: That principle is something, I've seen that in the research, I've heard it echoed by a number of guests on the show and yet, even just being American, as part of our culture, that's something that's hard for me to internalize and I'm constantly battling that same internal dialogue of, “Oh, this isn't that productive, but the flipside of that Puritan work ethic that I need to be working more. I need to be doing more stuff. I need to be hustling harder.” How do we start to really internalize that lesson and come to grips with the notion that working harder doesn't necessarily lead to more productivity, more output, more result?

[0:13:45.1] TR: It's a great question. I think a part of the answer lies in just having open discussions about it with the people you work with and destigmatizing the notion that – I mean, I've been in cultures and worked with companies where it's always sudden, people feel they need to be the first ones to show up in the office in the morning, the last ones to leave.

I think if we just start to talk about that openly and say what are the ways that each of us can have our schedules work and our habits and patterns and defaults and the things that are available to be active in an office and the foods that are available and so forth, how can we all make that work so that we have more energy and more creativity at 3:00 in a meeting when we really need it most, or for a big client presentation? How can we think about optimizing the flow of people's energy within a work team, so that we can be at our peak as much as possible?

I think to your question, which is a very good one specifically, I think we need to start to look at it as a performance challenge to say how can we optimize performance, instead of just maximizing time. What I've seen that hasn't worked, to be really honest, I've spent 10 years on this well-being stuff, and when it's seen as a disease burden reduction program, or a benefits program that's about wellness and keeping people from having diabetes and obesity and stuff, boy, that's not seen as a real leadership issue, or a legitimate conversation in most work circles.

I think we've got to talk about it more about how can we be effective and be our best by tweaking these things and start to view it as an energy prioritization exercise, not a disease burden reduction exercise.

[0:15:29.9] MB: That's a great point, this whole endeavor of optimizing your life trying to pursue wellness is not – there are these ancillary side benefits around health outcomes and things like that, but really if you look at it from the lens of a ruthless performance-driven individual who wants more output and more results, a lot of these strategies are actually the most effective path for you to pursue, but the way we think about them in today's world is often counterproductive.

[0:16:02.0] TR: Right. I’ve spent a lot of time just on the semantic to this. I mean, all the work I’ve done on well-being, if it even sounds like wellness, it seems like a nice to have, right? It doesn’t become a part of the performance, critical conversation that leaders have in the workplace in too many cases. I think we start to get it more about leaders have been able to grasp my work on this and that my most recent book before this one coming out in 2020, that – called Fully Charged.

The point there was to get people talking about what do we all need to be fully charged like our devices and have as much energy as possible in a day to be productive and of course, that also benefits our health. I think putting it in the frame of energy and creativity and productivity makes it a more relevant and open conversation for people to have in the workplace.

[0:16:51.5] MB: Let's dig into some of the lessons and themes from Fully Charged, because there's so many great takeaways from that book. How did the journey progress? We've started answering this already, but how did the journey progress from eat, move, sleep, to fully charged?

[0:17:06.7] TR: Yeah. It's interesting, because a lot of the work that I mentioned on well-being, people talk about whether you want to call it well-being, or quality of life, or basically all the things that are important to how we think about and evaluate our lives is how we define it when I was at Gallup. It's supposed to be the biggest umbrella you can think of.

One of the fascinating findings for me from all the global research that I've been a part of is that if you ask people if they look back on their overall life over 30 years, or 50 years, or 70 years, how would you evaluate your life, if you do that and you line that up with how much money people make, it's almost a perfect correlation between the two.

When you ask people to just evaluate their life in a huge sum like that, people who live in wealthier countries rate their lives higher, we each doubling of income buys you about a point on the ladder you'd put yourself on and money matters too much when you ask people a big evaluative question like that.

What was more encouraging that I've seen in recent data is that if you ask people how much fun they're having right now, how much energy they have right now and do they have negative emotions, positive emotions, and you look at daily well-being, which I would argue having a bunch of good days is a lot more important than one rating, looking all the way back at the end of life. When you look at that, it's nowhere near as income-dependent and it's all about the little things we do during the day. It's about the people we're with, how much social interaction we have if we'd have done some meaningful work, if we feel we've had that physical energy we were just talking about.

The good news there is that after a threshold level of income, in the United States it's about depending on location, it's between $55,000 and $75,000 per household in income. That is a great equalizer where the relationship of income flattens out and doesn't predict how much daily well-being people will have. You see this across countries as well, with the countries with the highest daily well-being are countries like Panama and Paraguay and Uruguay, they're happy central American countries, to oversimplify it. It's not the real wealthy Nordic countries you normally see pop up in the big life satisfaction studies.

What I learned from that research and talked about in the Fully Charged book are the psychological and physical steps we can take to create better days in particular. The three big ones in there, we've talked a lot about the physical energy part of it, in terms of eating, moving, sleeping, so forth. The other one that according to all the psychological research I've studied, my grad advisor, Chris Peterson, used to say, “Other people matter,” was his summary of decades of psychological research.

There's no better predictor of how happy we’ll be in a day than the amount of time we spent around people we enjoy being with. If there's one spot that we'll talk about today that I have the most concern about frankly, even more than inactivity and stuff, it's the fact that we really don't take enough time in a given day to ask meaningful questions of the people we love and care about and close our own mouths and just genuinely listen to those responses.

You obviously do a lot of that with the work that you do, but we need more people who are really focused on keeping their devices off and stowed away and genuinely listening to and investing in their closest personal relationships. I think that's the one thing that people who do that really well are going to be increasingly valuable, especially in the workplace over the next 25 years, because there's so much flying out, it's just going to get harder and harder and harder to do.

When I spend time with groups talking about some of the concepts in the Fully Charged book, I challenge people to be known for not using their phone. It sounds simple, but when I was a kid it was always glamorous for people to be out seen smoking, right? Now they have to hide behind dumpsters and don't even want to be caught on the property having a cigarette.

10, 15 years ago when people first got cellphones, it was a big deal for a realtor to be carrying around a big bag, so you knew they were important and had to be accessible all the time, right? Now, I think the new status symbol needs to be that you don't have to be tethered to your phone and you can choose to pay attention to other people and care about that instead. That's the head of this Fully Charged factors, I think that's the big one we're going to face.

Then the third one folds into what I've been working on more recently, which is that we have to find ways to see how we're doing meaningful things through our work, because I think meaning more than money will be the new currency for careers and influence in the future.

[0:21:50.3] MB: So many things to unpack from that. I want to come back to what you said a minute ago around how we don't create enough time in our lives to ask meaningful questions of the people that we love and care about. Putting away your phone is obviously a huge step towards doing that. What are some other strategies, or things that you can do to create more meaningful connections in day-to-day life?

[0:22:14.1] TR: Yeah. I think we've got to be pretty deliberate about the investments we make in our very closest relationships and think about what it takes to nurture those relationships. I mean, in some cases it's about growing new ones. I think the part that a lot of us and gosh, I hate to start out as much, but I think men and I'm in this bill myself, are just horrible at it on average. I think to say what are you doing this week, to spend whether it's 15 minutes, whether it's an e-mail, whether it's sitting down with someone, asking someone to go have dinner, go on a walk.

One of the things that people never call out from the Walter Isaacson's great biography of Steve Jobs, people do – and there are all these quotes and everything else. My favorite part was were Walter Isaacson asked Steve Jobs. He said, “Why do you always ask people to come over to your house and go for walks around your neighborhood?” Jobs’ simple response was, “I think better when I walk.”

There are three things in that statement from Jobs; he's spending time with people one-on-one out in nature, we're not distracted. Just being in nature is huge. Being active, we all think better when we walk, but we don't – back to your question, I think all of us, we've got to force ourselves to get outdoors for at least 10 minutes a day just for our well-being and get some activity. Walk to the second closest Starbucks if you live in a city like I do. Find ways to build that in your routine, both activity and relationships, because they can go hand in hand.

My wife and I have created a pattern and ritual over the five, six years now, their kids have been in the elementary school down the road here, that any day that the weather's nice enough to do it, we walk our kids to school first thing in the morning, because it gives us time to have one-on-one conversation on the way home and it gets our kids some activity before school, because they don't get enough activity in school nowadays at all.

I'll tell you this, when I've gone on walks with colleagues and friends for meetings, which I do all the time now, you have so much more expansionary meaningful thought, versus if you're sitting in a traditional conference room, or an office. I got so fed up. About two to three years ago, I got so fed up with the normal ballrooms and conference rooms and hotel meeting rooms I spent time in, that one of my big projects over the last three years has been – we've been trying to build an active learning warehouse that's in the woods about 30, 50 minutes from DC here.

The whole point is even when there's bad weather, we have poor treadmills set up where you can look out the glass and feel like you're on side-by-side walking out in the woods just to have mind-expanding meetings and conversations with people, even if there's inclement weather out there. On nice days, you can actually go around and walk through the woods on this property. I did that, put that whole project together just because the traditional set up we have for meeting rooms and offices is so hard to work around in many cases.

[0:25:12.4] MB: That's a great and simple piece of advice, one that I definitely am going to integrate into my own habits and routines and meetings.

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[0:26:35.5] MB: I want to come back to the broader topic that you touched on a minute ago and the importance of meaning. What is the difference between meaning and happiness and what happens when we get those things confused?

[0:26:48.7] TR: Yes. I think those two words are at the center of a lot of good research. I think there's also a lot of misdirection that takes place sometimes where – I mean, I honestly, I've been a part of that doing a lot of research on happiness. My degree is in positive psychology and well-being over the years. Because I think happiness to me has more of an implication of looking inward and taking steps to make yourself happy. The thing I've learned through studying this in real good experiments and trials and the like on these topics is that if I had a friend who was really struggling and I sat down and had a long conversation, went for a walk with that friend, the last thing I would ever do is help him to map out ways to try and make himself happy.

The first thing I would get him directed on is what are some specific efforts he could take to do things that increase the happiness of people he cares about, to feel better about what he's doing to serve customers, or to feel better about projects he's involved in with his church, or with his community, or whatever that might be that actually leads to more happiness based on everything I've studied.

[0:28:09.1] MB: I want to drill down into another theme that you expound upon, which is this notion of the relationship between money and happiness and meaning. I just did it myself. I just confused meaning and happiness. What is the difference between, or the relationship between money and meaning and tell me more about what you touched on a minute ago, this idea that money can actually kill meaning in our lives?

[0:28:31.7] TR: Yeah. There's a great piece of research that – we put together a documentary called Fully Charged a couple years ago. We interviewed a professor named Amy Wrzesniewski, who’s at Yale now I believe. She did some research, I think it was with Barry Schwartz and a few others on Cadets West Point. They looked at these West Point cadets and said, do they have intrinsic motivation and they're driven from some internal desire? Or are they doing things because of external motivators, extrinsic motivators, like reward and prestige and pay and things like that, right?

I might have thought going into that study if you were to say okay, intrinsic, internal thing motivations are better, probably better than the external ones. I had a hunch that was right going in. What they found that surprised me is that even if you're really internally motivated, also having the external motivation is bad for the eventual outcomes for those cadets. I've seen evidence similar to that in other experiments and realms as well, where almost any – I'm trying not to use the word quid pro quo, because I’ve heard it way too much lately, but almost any incentive that is purely monetarily-driven is likely in my experience to drive motivation in the wrong direction.

If you're a manager right now in particular, or you're just an individual thinking about how do I motivate myself to do better work, I think the more you can see metrics and outcomes that are about the meaning and mission and purpose; for my work, if I focus more on how many people my work is reaching, or people that I've heard from who say their life has been demonstrably impacted by some of my research, or a book, or a talk, or whatever it might be, that's a much better motivation than counting dollars, or trying to count things that are more about financial and external metrics.

I think we've got to find ways, especially with the cohort of people entering the workforce today. Let's say between 18 and 35-years-old in particular, I pick on right now. I'm excited about that generation entering the workforce, because I think that generation has much higher expectations about working for a purpose that's bigger than a paycheck. It's so clear in all of the studies that I read. I think it's fun to see, because there's a generation past me where I think that the generation leaving the workforce right now, work was very little more than an economic transaction. It was sterile and there wasn't a lot of thought given to how people can see the meaning in their work. I'm encouraged that that'll be vastly different 10 or 20 years from now.

[0:31:28.0] MB: How do we start to bring meaning back into our work and make our work more meaningful?

[0:31:35.8] TR: I think it starts with the job you have today, which is one of the things I talk about in the new book Life's Great Question is about – a good friend of mine who passed away a couple of years ago, who was the world's leading researcher on hope, his name was Shane Lopez. What Shane taught me is that great jobs are made, not found. That's how he put it.

Basically, what he taught me and what I've learned from a lot of the research from some of the best professors in Michigan's business school in particular is that you can craft the job that you have into one that you love and find meaning in in most cases. That starts by taking a pretty careful look at the tasks that you do each day in a pretty functional way and saying, what are the things that I do each day and how does that connect to serving a bigger purpose for another person?

Even if that's indirect, if you can start to draw the line – so I mean, GE does a great job of helping people on their manufacturing floor. They bring people in who are making them, or who are making MRI machines, for example, and they have them hear from customers and people who are battling cancer who have benefited from that imaging. Facebook does a similar thing, where they bring in people who have met long-lost loved ones, or a friend they haven’t been able to get in touch with and have developers who are working on the platform hear from people who have benefited from that work.

Or the company can do that, but on an individual level, I think a part of it is auditing the tasks of our day and making sure that as many of those tasks as possible, you can draw a direct connection how you're serving a person or a group of people in a positive way that improves their life. I mean, there are some professions frankly, where and I've done some work on this where if you're working for a company that does nothing other than produce cigarettes for example, or sugar water, or whatever it might be, it could be difficult to draw those connections. If you care about that, you might want to ask much more serious questions.

In 95%, 98% of roles, there are pretty direct ways where you can connect what you're doing between 2:00 and 3:00 in the afternoon with the purpose it’s intended to serve, whether it's to keep people safe, if you work in a safety department or in a government agency that regulate things, or whether it's to reach more people if you have an important medicine or product.

I spend a lot of time with people in the healthcare industry, who you'd think that nurses in the hospital – hospice nurses and home care nurses and you'd think that it would be so obvious to them the purpose of their work serves every day. Even in those professions, they still need reminders. One of the more powerful things you can do of course is to help another person to see how their work tomorrow makes a difference for the life of another person, because we're not that – we're probably better at doing it for others and it's easier to do for others than it is to remind and do it ourselves all the time.

[0:34:44.8] MB: That's a great strategy, the idea of starting with someone else and helping them figure out how their work creates meaning, because oftentimes, you can get clouded or confused when you're trying to examine your own contributions.

[0:34:59.6] TR: Yeah. One of the stories I talk about in some detail in that Life's Great Question book is that I grew up in a family full of psychologists and teachers. When I was a little kid, they gave me every Rorschach test and block stacking thing. They were trying to figure out what I was good at. I was four, or five-years-old. I'd been through all that. Then when graduated from college, one of my first jobs was to work on the strengths finder application at Gallup that you might have heard of that it gives people their top talents out of a list of 34. I went through that 10 or 15 times while we were building it. I'd done all that.

Even then, by the time I was I think about 25-years-old and I've gone through all those batteries and had all this information, I still thought at that time that I was a really horrible writer and that was the one thing I was never going to do. Because a teacher, an English, an AP English teacher in my high school told me that I should stick to numbers and math, because writing wasn't my thing.

To make a long story short, my grandfather at that time challenged me to work on a book with him under some pretty extreme circumstances. He said to me, he’d been reading a little piece, a letter that I had written him, just a personal handwritten letter and he said, “I think you've got a little talent to bring things to life with words and I think we should try to put this book together in his final year to life.

Anyhow, the long story short is that book turned out to be a book called How Full Is Your Bucket, that caught on and that's what got me into doing all the writing I'm doing. I bring that up, because if he hadn't said he spotted a talent, even after all the batteries and diagnostics and everything else and giving me a real specific challenge on one day, there's no way I would have ever shared an article for public consumption. Instead because of what he noticed and pointed out, it completely altered the direction of my career and what I do.

My learning from that is that there's nothing more powerful you can do from a contribution standpoint than to help another person spot a talent or something meaningful they're doing that they might not have noticed. Boy, is that an important thing to do for other people in the workplace and in your home as well.

[0:37:11.1] MB: What are some ways that we can start to help others see their contributions?

[0:37:18.5] TR: The first thing that comes to mind to me and it sounds obvious, but it's just old. I think to hold up a mirror when you spot things and help people to see things that they're already doing and they're taking it for granted, because we all need that motivation of why we're doing things in order to keep going and to keep doing our best work.

The other thing that I've been working on specifically with this Life's Great Question book is how can you – when you start new teams, or when you join a new team, or you start a new job, anytime you're joining a new group trying to do something, how can you all get together and say, “Here's who I am, here's what motivates me, here are the things I'm interested in and here are the ways that I think I can make a unique contribution to this effort as we move forward.”

I'm amazed by how I'm guilty of doing this myself in recent years, where excuse me, where I get a team together and we're all charged up about a mission or something that we want to do, and six months later we all come back and realize that hey, nobody said they wanted to go sell this mission to the world and be the one that was helping us to bring in new business and get people interested in this. I think to level set expectations, anytime you form a new team or group and talk very openly about how each person can best contribute to the mission is a pretty important step.

[0:38:39.2] MB: You said something earlier that it's really stuck with me and defines the way that we think about contribution in a sense that maybe, or at least from my perspective and I think many people's perspective is not that intuitive, which is that contribution is about how you're serving other people. Tell me more about the importance of others and how serving them is such a cornerstone of meaning and contribution.

[0:39:09.8] TR: Yeah, I'm glad you asked that, because it brings me back to the root of where some of my thinking started on this. I've always just personally been motivated and haunted in my daily work by a quote from Dr. King. What Dr. King said was he said, “Life's most persistent and urgent question is what are you doing for others?” I've tried to wake up almost every day, whether I'm driving, or out for a walk early in the morning and orient my efforts in that direction to say what am I going to do today that in my case, I asked a question that will continue to grow when I'm gone?

I say grow when I'm gone with double meaning. I mean, a part of it is I have all these threats to my own mortality and health challenges and so forth. The bigger part of it is I think it's a better use of my time to invest in efforts that can compound, even if I'm not actively involved in a book or in a business or with a group or whatever it might be. I think when you orient your efforts to one, orient your efforts outwards about how they're going to have a positive influence on other people, that's the best place to start.

Then I would take that one more step beyond and say, how can you also start to think about what are the things you'll work on in the next few months that can continue to grow and pay dividends, even if you're not there actively involved in managing? That's one of the beautiful things about what you're doing right now with the podcast, or I've been working on with a book where – or anyone who's in a company working on a new product, or service, whatever it might be. If you can put something together that once it's out there, it continues to produce growth and meaning and wellbeing for people, even when you're not involved putting more hours in. I think that's just a best possible scenario for optimizing our time over the span of a career in a pretty general sense.

[0:41:04.8] MB: I love that quote and it brings me back to trying to wrap my head around this whole project of bringing more meaning into our lives and into our work. You touched on one or two of these strategies already, but what are some of the other core things, or really important steps that we can take when we want to identify and uncover the most significant contributions that we can make.

[0:41:31.1] TR: Yeah, one simple thing I've been putting together, this contribute my profile that's the – my goal with this recent book and the website and the company is I want people to put something together that's a nice one-page baseball card of who they are emotionally, that's a lot warmer and more personal than the sterile, lifeless resumes we pass around right now to get to know one another.

The first thing that I ask people on that profile that's at the very top of it is what are the essential roles you play in life? These roles are like for me, it's a father of two kids, and my son, daughter, the husband. Then the third most important role is being a researcher and a writer. I ask people to start there, because I mean, in the end, nobody's going to put – I hope nobody's going to put on their headstone that they had a 100,000 followers on Twitter, or that they made a million dollars or whatever it might be. I think in the end, we want to be remembered by the most important roles that we play in our lives overall and that's both personal and professional.

I would recommend that people get back to that and say, “Why am I doing what I'm doing today? Is it because I care about my family? Is it because I really want to share my faith? Is it because I'm so passionate about making the environment better?” Whatever it might be. Have those, I call them defining roles, the very top your radar screen. Those defining roles.

The other piece that I have learned through talking to people is what are the two or three most searing and influential life experiences? I call them miles in this profile, or most important life experiences that are about what are the things that really change your life? Some of those are really good positive moments for me, like when my first daughter was born, I reoriented a lot of my thinking in life. Some of them are really challenging, traumatic moments, like my final days with my grandfather that changed the way I think about some of the meaning in my work.

To sit down with whether it's your family, or your colleagues, or group of people and talk about why you're doing what you're doing, who it makes a difference for, boy, we get to relate and get to know each other on a very different level. Then the third element of that profile that I spent a lot of time on is how can we each get clarity around these three core areas of contribution?

In any team, you've got a team really needs to create something and they need to continue to operate regularly and they need to relate to one another. I went through thousands of job code categories that what does everybody really have to do on a team in any type of work, or industry, or role anywhere in the world? You have to do all those three things.

How can we sit down and say based on my interests and my motivations, my experience and the roles I want to play, here's how I want to contribute to this team. I think those are three of the big questions to ask, so that you can have your daily efforts much more closely aligned with how they make a substantive contribution to other people in the world eventually.

[0:44:28.0] MB: You've already answered this in part or in whole, but I want to repeat it or rephrase it, because I hear this so often, for someone who's thinking, “I can't figure out what my purpose is, or what my passion is. I don't know what I should be doing with my life. I don't know how I can find meaning,” what would you say to them?

[0:44:52.4] TR: I would say, start by finding exactly one thing that you can do that improves the lot in life of another human being. I think a lot of times – and I would also say, forget about finding or following your passion or purpose. Just forget. I think a lot of that conversation is counterproductive, to be honest. I don't think there is one singular purpose in life. I think purpose and meaning are both journeys that occur over decades. There are times when you really accelerate and get more purpose in a job, there are times when you go backwards, all of this.

Well, I have ups and downs, but that's an ongoing journey. I think to give up on the myth of you either have it or you don't, you find it don't. Then I would really say strongly that find your greatest contribution, not your passion. Because my passion could be golf, or playing Xbox, or whatever and some of the – there are a lot of passions that really don't do a lot for the rest of the world, to be honest. I would start with something that's other-directed, because I think if you want to find sustainable meaning, you need to start with something that serves the world, not just your own passions or interest.

[0:46:06.1] MB: Great piece of advice. I really like the perspective of forgetting about your passion and focusing on other people and how you can contribute something to them.

[0:46:18.1] TR: Yeah. I think a lot of these conversations, there are so many of us that are really interested in productivity and self-development all these things, but a lot of the writing and advice on this topic that I've studied at least, I mean, I've done it too, will pull you to look inward. I think the more time you spend looking inward that’s often at a detriment to time spent trying to orient those efforts to contribution and outwards. We've got to at least try and bring that into balance. That's what I've been working on with some of this latest project.

[0:46:51.6] MB: There's one other question I wanted to ask you. It's not directly about meaning, but interrelates with this in many ways. Coming back all the way to a lot of the research that you've done around strengths finder and finding your strengths, how do you reconcile, or think about the potentially conflicting pieces of advice around finding your strengths and doubling down on your strengths, versus fixing your weaknesses?

[0:47:17.9] TR: Yeah. I've always advocated for a balance of time spent on strengths and weaknesses. I think when I entered the workforce several decades ago now, in a typical performance review, manager would spend about 80% of the time telling you what you did wrong and maybe 20% of the time telling you what you did right. I've always thought that if you just inverted that, we'd be in a much better place. If you spend 80% of the time talking about the successes and celebrating victories and talking about people's strengths, that'd be good. Then you spend 20% of the time on their gaps and their areas for improvement. You got to have those tough conversations in the workplace.

I've never in any of the research I've seen on strength, or anything I've written about, I would not recommend ignoring weaknesses. I think weaknesses can be big blind spots that when I ask executives about some of the most influential development programs they've been to, they often talk about programs where they were either on video cameras, when they're in a meeting, or they did a 360 audit or something and they found clarity and blind spots and now they're aware of and they know how to manage around. Boy, that stuff's important.

Let's just take that back a little bit more broadly for a minute and say, I do think self-awareness is very important, both self-awareness about your strengths and your weaknesses. I think self-awareness about your natural talent is the single best place to start. I mean, even though I'm talking about contribution, I would argue that you need to know some of your natural talents before you can figure out how you want to best contribute and apply those to things that you're also interested in and that motivate you. I think that's a really good starting point, but I think you have to have some balance around that overall self-awareness.

[0:49:06.0] MB: That's a great piece of advice and the notion of keeping those things in balance with maybe a weighting more towards focusing on strengths is a really good perspective on that.

[0:49:14.7] TR: Yeah. There's some research on this where it's the basic human interaction. When we go through our days, we plow through our days, we need 80% of those comments to be positive, versus maybe 20% or the negative, just to get through the day with decent well-being. There's been a lot of work on ratios of interactions in workplaces and in marriages and relationships. You need four or five positives for every one negative, because one bad exchange with another person outweighs a good one, or outweighs four or five good ones. I think if we can look at the balance of time spent on development in a similar vein, it should be helpful.

[0:49:53.9] MB: For somebody who's listened to this conversation who wants to take concrete action and implement some of the things that we've talked about today, what would be one action step that you would give them to begin, or start taking action on something that we've discussed?

[0:50:11.6] TR: Yeah, I think the first thing I would recommend is to just take a moment right now and do a little retrospective reflection on your typical day of work and see if you can draw a few direct lines between what you do almost every day, or every weekday at least and how that helps another person. Going back to Dr. King's question, what's something you'll do yet today that will have a positive influence on another person? Then ask yourself, what can you do to remind yourself of that tomorrow and the day after and the day after? Because we need reminders of why we do what we do, so we can continue to make a big contribution there. That's one thing.

Second thing I would recommend is do something yet today that helps another person you work with, or care about to spot away they're making a difference and they're contributing. See if you can do that at least one, two, three times every week.

[0:51:10.5] MB: Both great pieces of advice and so simple to execute, great ways to really begin down the journey of creating meaning in our lives. Tom, for listeners who want to find you and all of your work online, what is the best place for them to do that?

[0:51:28.6] TR: Yeah, all of my books and writing can be found at TomRath.org. The new book Life's Great Question has a website called Contribify, that's diagnostic and profile that I encourage people to try and build, that will get that conversation started and it's meant for teams to use around the top of a contribution.

[0:51:48.7] MB: Well Tom, thank you so much for coming on the show and sharing all this wisdom, some really great insights into how we can create meaning in our work and in our lives.

[0:51:58.6] TR: Thanks so much. It's been a really fun conversation. I appreciate it.

[0:52:01.6] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

I'm going to give you three reasons why you should sign up for our e-mail list today by going to successpodcast.com, signing up right on the homepage. There are some incredible stuff that’s only available to those on the e-mail list, so be sure to sign up, including an exclusive curated weekly e-mail from us called Mindset Monday, which is short, simple, filled with articles, stories, things that we found interesting and fascinating in the world of evidence-based growth in the last week.

Next, you're going to get an exclusive chance to shape the show, including voting on guests, submitting your own personal questions that we’ll ask guests on air and much more. Lastly, you’re going to get a free guide we created based on listener demand, our most popular guide, which is called how to organize and remember everything. You can get it completely for free along with another surprise bonus guide by signing up and joining the e-mail list today. Again, you can do that at successpodcast.com, sign up right at the homepage, or if you're on the go, just text the word “smarter”, S-M-A-R-T-E-R to the number 44-222.

Remember, the greatest compliment you can give us is a referral to a friend either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes because that helps boost the algorithm, that helps us move up the iTunes rankings and helps more people discover the Science of Success.

Don't forget, if you want to get all the incredible information we talk about in the show, links transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top.

Thanks again, and we'll see you on the next episode of the Science of Success.

December 05, 2019 /Lace Gilger
High Performance, Influence & Communication
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Thanksgiving Special 2019

November 28, 2019 by Lace Gilger in Best Of

Hey Guys, Matt here I wanted to wish you a Happy Thanksgiving to you and yours and even if you don’t celebrate thanksgiving and no matter where you are in the world I wanted to let you know I AM GRATEFUL for you. It’s people like you listening to the show that keep us going, keep us reaching out to guests, and keep us evolving to find new ways to help you grow, to motivate you, and help you live the life you were meant to live.

That’s why this week I and my producer Austin put our heads together and came up with something a little unique. This week we’ve put together a mashup of some of our favorite points made by guests about gratitude. This includes insights from many past guests such as Kamal Ravikant, David DeSteno, Chase Hughes, and more.

Think of this as a quick hour-long masterclass on some of the best ways to embrace gratitude, learn how to find joy, and take stock of what you’re grateful for. Our plan is to put together more of these in the future to bring you curated episodes that go SUPER deep on one topic or important life skill. Let us know what you think! Any ideas on which topic or skill should be next! Hit me up at EMAIL and also be sure to join our mailing list for even more great content at successpodcast.com.

Once again Happy Thanksgiving and keep on being you! Let’s unleash our human potential together. Without further adieu, here are some of our favorite guest insights on gratitude.

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Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[00:00:11] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet with more than 4 million downloads and listeners in over a hundred countries.

Hey! It's Matt here. I wanted to wish you and your loved ones happy Thanksgiving. Even if you don't celebrate Thanksgiving and no matter where you are in the world I wanted to let you know that I am grateful for you. It's people like you listening to the show that keep us going, that keeps us reaching out to guests and keeps us evolving to find new ways to help you grow, to motivate, you to help you live the life that you were meant to live.

That's why this week, my producer, Austin, and I put our heads together and came up with something a little bit special and unique. This week we've put together a mash-up of some of our favorite points made by previous guests about gratitude. This includes insights from many past guests, including Kamal Ravikant, David Desteno, Chase Hughes and several more.

Think of this as a quick one-hour master class on some of the best ways to embrace gratitude, learn how to find joy and take stock of what you're really grateful for. We may even do more of these deep dive episodes in the future. So let us know what you think about it.

Once again, I just wanted to say I hope you have a wonderful Thanksgiving. Keep on being amazing, and thank you so much for everything. With that, let's hear a little bit about gratitude.

Are you a fan of the show and have you been enjoying the content that we’ve put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on their along with a really great free course that we put a ton of time into called How to Create Time for What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That successpodcast.com, or if you're on your phone right now, all you have to do is text the word SMARTER. That's S-M-A-R-T-E-R to the number 44222.

In our previous episode we brought on Grant Cardone to give you a real look at what it means to be successful and what it really takes to get there. He shared the exact shift you have to make in order to 10X your life. We uncovered why you should ignore most people's advice. How to push yourself to a new level beyond what you even think is possible. Why learning isn't enough to get to the highest levels and much more. If you're serious about 10X in your life, listen to our previous interview with Grant Cardone.

Now, for our special Thanksgiving episode.

[00:03:08] MB: What drives people to help others, as opposed to hanging it back? The kidney chain is obviously one example of this. What happens in the world and to other people when we start to shift our approach towards paying it forward?

[00:03:26] WB: There's two explanations for paying it forward, what the motivations would be for doing that. One I mentioned, which is that you help me and I feel grateful for that help and I pay it forward and I help a third person. If you talk to economists, they'll say there's a more self-interested reason for helping, which is that I'm willing to help someone who has not helped me, because I want to look good. It's all about impression management. It's all about my reputation. I'm going to appear generous, so therefore, other people will be more likely to help me in the future.

Now that's fine and I have no problem with that. The interesting thing is that the research on these two different motivations, being I'm going to help someone who hasn't helped me to build my reputation that will make me appear as a generous person, I'll be helped in the future. Versus the idea of paying it forward out of gratitude. Those research has been done in two different streams. I did a study with Nat Buckley, where we put together both of those and ran what we call a horse race. We said, “Okay, we're going to collect a whole bunch of data and we're going to analyze statistically those two reasons, those two motivations and we control it for a host of other factors through all these statistical models.”

We're going to run this horse race. We're going to see which worse crosses the line first. I'll cut right to the finish line. It turns out that both horses cross the finish line, but the one that wins the race is the gratitude story, the idea that we pay it forward. We help people who haven't helped us, because we're so grateful for all the help that we have received from other people.

[00:04:53] MB: That's fascinating. The work that you've done around paying it forward and this may be, I don't know if I'm characterizing exactly correctly, but either led to or was a part of the creation, or discovery of what you call a reciprocity ring. Tell me a little bit about that and what are those and how do they work?

[00:05:16] WB: Yeah, reciprocity ring is a group level activity based on this whole principle of paying it forward. It was an activity that my wife, Cheryl, and I created about 20 years ago. We had an interesting conversation one evening. I'll never forget it. She said, “Okay, you teach your MBA students how to analyze their social networks.” I said, “Yup, that's what I do. That's what I know how to do.” She says, “Well, what do you do when they ask you how do I put this into practice and how do I build my network appropriately and how do I use my network?” I said, “Well, I have some stories and some antidotes and essentially, I hope the bell is going to ring and class would be over, because I don't have a whole lot.”

That centered a whole conversation about the idea of social capital. I think about human capital as our strengths, education, skills, the things that usually appear on your resume. Social capital is the network that we’re involved in and all the resources that it contains. I said, social capital is a combination of the networks that we have, but also this principle of generalized reciprocity, which is the fancy academic term for paying it forward.

We had a discussion about that and one thing led to another and we created a prototype of the reciprocity ring. After some trial and error, really settled on a formula or a recipe that really works quite well. I could describe it very briefly and will sound very simple, but there's a very structured way it has to be done. In fact, we train people to run a reciprocity domain, because they have to follow a certain recipe. Essentially, everyone gets an opportunity to make a request. We have criteria for what's a well-formulated request and that's something we might talk about later on in the show.

Everybody gets to make a request, but they spend most of the time helping other people meet their requests. Either they've got the answer, or the resource and they could share it, or they get tap their outside network and they could make a referral, or a connection. Those are the two ways that people can help. When people do this in a group, people discover that they get help from a lot of people, but it's not the people that they helped. It's more of this indirect generalized reciprocity, or paying it forward.

Now we do this in groups of about 24. I think over a 150,000 people around the world have used the reciprocity ring. It’s used in most of the major business schools, a lot of different companies. It was used recently at the Harvard Business School, where they had 900 MBAs engaged in this. We had about 40 different rings running at the same time. My favorite one and I think that's the most moving example of a request that was fulfilled was about a little girl who lived in Romania. Her name is Christina.

Christina suffered from a condition called craniosynostosis. The human skull is made up of different bones and they're joined by sutures, these fibrous tissues. This design allows the skull to expand as the brain and the head grow. Well every now and then, one of those joints or sutures will fuse prematurely and then the brain can't grow. The outcomes are awful. You can have a misshapen head, learning difficulties, blindness, seizures, even death.

Well, the chances of finding a surgeon who could correct this on Romania were pretty slim. This little girl's fate was up for grabs. Well, it turned out that her aunt Felicia lives in France and she works at the business school INSEAD. They used a reciprocity to ring every year for all their incoming MBA students. Part of being trained to run a ring, that's what Felicia was going to do, she was on the staff, she had to make a personal request. The trainer said, “Make sure it's meaningful. Something really important.”

She thought of her little niece back at Romania. Made a request for her, saying describe the whole situation and said, “I need help. She needs help.” Turns out that someone else who was in the reciprocity ring that day, who was also being trained, he was adjunct faculty, worked at a pediatric hospital and said, “I know surgeons who can do that operation. I'll introduce you.”

One thing led to another. Christina and her family flew for Romania to France. She had the surgery. It was a complete success and she's now living a happy and normal life. It's amazing. I have a picture of her that I keep on my desk to remind me of the power of asking for what you really need. When you do, miracles can happen, just like that story with Christina.

[00:09:39] MB: Wow. That's a really moving story and a great demonstration of the power of reciprocity rings. It really demonstrates a point you made earlier that everybody's network –every single person's network has a tremendous amount of untapped potential, or as you called it social capital that we're just not fully maximizing.

[00:10:04] WB: Oh, absolutely. What I've learned over the years is that there is a wealth of resources out there just beyond your fingertips. The only way you can get to it is by asking. That turns out to be the crux of the problem, is that most people are very reluctant to ask for what they need. There's a lot of reasons for it. There's eight reasons, in fact, of why it's hard to ask. Some of those are just incorrect beliefs. I can give you a couple of examples.

Sometimes, we don't ask because we're afraid we're going to look foolish, or incompetent, or that we can't do our jobs. You don't want to ask a trivial request, because then that's not going to raise your perceptions of your confidence. What the research shows and this was done by a team of researchers from Harvard and Wharton, they found that as long as you make a thoughtful, intelligent request, people will think you are more competent, not less. People fear that asking is going to make them appear to be incompetent.

As long as it's a good request, it’s a thoughtful request people will say, “Hey, you're confident. You know your limits.” You don't keep banging your head against the wall, working on a problem where it could be solved much more effectively and easily by reaching out to your network and getting some help from other people.

Another barrier is that we often underestimate other people's willingness and ability to help by a really big factor. One of my favorite studies was done by Frank Flynn and his team when they were at the Columbia University. They decided to test this with a field experiment, which is they were going to send people who are participating in the study out into New York City to do this. They had to go to a stranger and ask to borrow their cellphone. That's all they could say. They said, “Could I borrow your cellphone to make a call?” They couldn't explain, or beg, or plead, or come up with a sob story. That's all they could do.

It was really interesting, Matt. A number of the people who signed up for this experiment and you get paid for doing it, for participating. When they discovered what it was about, they quit and they said, “There's no way I'm going to go do that. I'm not going to walk in through a stranger in New York and ask to borrow a cellphone.” Some people did participate in the study. Before they went out, the researchers asked them, “Well, how many people do you think you're going to have to ask before you get a phone?” They were saying, “Five, six, seven, 10, infinite number of people, I'll never get one.” Well, it turns out that you only have to ask one or two strangers now.

If the first person doesn't let you use their phone, the second person probably will. There's a lot of other studies that support that that we often don’t ask because we think no one can help us. In fact, people have lots of resources. They have great networks and people are very willing to help, but they could only help you if you ask.

[00:12:52] MB: So I think we've talked about why and kind of how self-control is so highly correlated with pretty much every positive life outcome. Let's dig a little bit now into some of these strategies. How do we develop more self-control and what are these kind of emotions that we can cultivate to have more self-control?

[00:13:12] DD: Sure. The three that I focus on are gratitude compassion and pride, but let me give you just a sense of how this works. So, if what I'm saying is right, then when you're feeling, let's say, grateful, you should do better at the marshmallow test, right? You should show more self-control. So we wanted to actually put this idea to the test, but we wanted to do it with adults, not kids and most adults don't like marshmallows, but they do like cash. So we constructed an adult version of the marshmallow test, and the way this works is people come to the lab and we have them reflect on a time they felt grateful, reflect on a time they felt happy, or just tell us the events of their normal day, which is kind of a neutral control. Then we had them answer a series of 27 questions of the form. Would you rather have X-dollars now or Y-dollars in Z-days? Where Y was always bigger than X, and Z varied over weeks to months. So a typical question might be, “Would you rather have $35 now or $70 and in three weeks?” So basically, would you rather have one marshmallow now or two marshmallows later?

We told him to make it real. We're going to honor one of their questions. So if we pick that question, you said you wanted $35 now. We’d hand you $35. If you wanted $75 in three weeks, we’d mail you the check for $75 in three weeks. What we found is most people were pretty impatient. So we can kind of calculate how impatient they weren't. So an example is people who were feeling neutrally saw $100 in a year is worth $17 today, or another way of saying that is if I gave them $17 right now, they’d forgo getting $100 in a year. I don't know about you, but if you don't need those $17 to survive today, passing up an opportunity to quintuple your money in a year is a pretty dumb idea given what the banks are paying. But if we made people feel grateful, they wouldn't take that, right? They became much more patient.

For them, it took them over $30 before they were willing to forgo the hundred dollars, and what that translates to in marshmallows is they were much more willing to wait. They valued the future reward more than the present, or they at least discounted the value of the future reward less than most people would. If you value a future goal more than you normally would have, you're not in a state of conflict trying to make yourself aimed toward it. If you value it more, it just becomes easier to pursue it.

So we found that over time, we measure people's daily levels of gratitude. People who experience more gratitude generally in their life are more future-oriented. They have more self-control. We give them these financial tasks. They want to wait for the larger reward, and other people have done the same thing with pride and compassion.

So what this means is if you begin to cultivate these emotions regularly in your life, they’re kind of like a booster shop for self-control. So we've seen compassion is tied to less procrastination, more perseverance toward your goal, whether we’re talking about academics or athletics. We found that pride actually makes people persevere toward their goals. They’ll spend 40% more time working to hone skills that they believe are important, and it's a way of just changing what the mind values, making it value the future, which just makes it easier to persevere toward those long-term goals.

[00:16:23] MB: So how do you measure kind of the longer term impacts of these pro-social emotions outside of sort of an isolated lab experiment? Let's say the impact of gratitude 3, 6, 9 months down the road.

[00:16:37] DD: Yeah. So what we said is we would follow people in their daily lives and then give them these financial tests, but there're lots of people who actually study this in organizations. So, for example, there is great work out there by Adam Grant and Francesca Gino, which shows that – Talk about an environment where you need some level of grit. They looked at people working in call centers, basically calling people all the time were hanging up on you and your job is to persevere through this.

What they found is that if the manager of a group expresses gratitude for people's efforts or expresses – They anticipate that they'll feel proud of their efforts because the manager will appreciate them, gratitude and pride, actually significantly predict people's efforts. They’re work longer and they're more successful and they’re less stressed and they're happier at pursuing whatever their job task is. We see the same thing at Google, right? The teams that are actually the most successful, the biggest predictor isn't the technical prowess of the team. The biggest predictor of a team's success at Google is that team does the manager instil a culture of empathy and compassion among the people there where the individuals who they feel that other people to team care about them, trust them, are interested in them as people, they’re willing to work harder and they're happier and less stressed at doing it. So what we do in the lab, we have tight control over these things to manipulate and see what they do, but the evidence from the real world showing that it increases self-control is pretty prevalent.

[00:18:13] MB: So in essence, this kind of emotional strategy is much more sustainable and powerful way of cultivating self-control. It's almost like the kind of idea of pushing versus pulling. You're not constantly struggling to maintain it. It's sort of a foundation or a font within you that's kind of welling up.

[00:18:31] DD: That's exactly right. We talk about these emotions as kind of fonts of virtue. That is, if you cultivate these, they’re like parent virtues. They increase lots of other things that people admire, and you're not constantly having to remind yourself from the top down, “Oh, okay! I know I don't want to work, but I've got a work, or I know I don't want to practice, or I know I don't want to not eat the Ben & Jerry's.

If you just feel these emotions, you don't have to remind yourself to do the right thing. They simply make you value those future goals more and then it’s just easier to persevere toward them no matter what they might be. But they also solve another problem that we’re facing these days. So people talk about kind of an epidemic of feeling isolated, or loneliness, or lonely. There's a recent statistic that shows 53% of people report feeling lonely in their public lives and at work.

We know that loneliness is about as bad for your health as is smoking in terms of what it does to human’s longevity because of the constant stress people are under when they feel isolated. When you cultivate these emotions as part of your daily life, I like to say they not only give you grit, they give you grace. That is, they alter your behavior in such a way that makes you not only willing to work harder to achieve your own goals but to invest in others and help them, and what that does is it reinforces that social side, that social network that is so important for our well-being.

David Brooks likes to talk about a distinction between what he calls resume virtues. Those are the virtues that we need to get ahead at work in our careers, like being nose to the grind stone, assertive, hard-charging, and eulogy virtues, those things that we want to be remembered for, things like being generous, being kind, being fair. He laments that these are different aspects of life and how do we balance them.

My argument is they’re only different aspects of life and seems separate because the way we live our lives now. For most of human history, there wasn't a difference. The way that you succeeded was having good character, was being generous, was being trustworthy, was being kind, because that's how you formed relationships that allowed you to cooperate with others, whether it was in hunting, in agriculture and whatever it might be. It's only now, because of the way we live our lives, you can kind of succeed as an individual and get enough money to pay for your other needs.

So if we cultivate these emotions, they build both of those virtues simultaneously. They build our self-control, but they build our social networks and our social support. There's lots of evidence showing that people who express gratitude, who express compassion, who express appropriately calibrated pride, and by that I mean pride in skills that they actually haven’t developed, not kind of egoistic, hubristic pride. We find that attractive. We want to be with those people. We want to work with those people. So I think that's why this is a much more resilient route to kind of building success and building perseverance than the kind of nose to the grind stone willpower way.

[00:21:30] MB: So tell me a little bit more about the evolutionary basis of these pro-social emotions.

[00:21:36] DD: Sure. People always ask me, “Dave, I want to be successful. So should I be a jerk or should I be a nice guy?” I say, “Well, what's your time frame?” Because if you are a jerk in the short term, you will rise to the top. So there are these wonderful evolutionary models out there. Some of the best done by a guy named Martin Nowak who’s a professor at Harvard, and what he finds is that over the short-term, if you're kind of selfish and you don't cooperate with others and you don't pay back your debts and you don't help people, you will accrue a lot of resources because you’re exploiting other individuals.

But over time, people will recognize that you’re kind of like this and no one will want to cooperate with you. So you’ll lose all the gains that we normally get from working with others. So over time, as individuals who are cooperative, who show empathy, who to help others, who are fair, that gain the most resources.

What we know is that it's emotions like gratitude and compassion that push us to do these things. So, for example, another study in my lab we do is we bring people into the lab and we make them feel grateful or we make them kind of not feel anything in particular, and we give them financial tasks where they can cheat others and make more money for themselves, or they can split profits equally. What we find is when people are feeling grateful they are much more likely to choose a decision where they're going to split money equally with someone else rather than take more for themselves with the other person's expense, even though the other person won’t have any chance to kind of seek vengeance on them for so doing.

So what these emotions are doing is they’re making us behave fairly and, in essence, that's an issue of self-control. For me to behave fairly, I have to be willing to devote some resources to you in the moment and not hung them all off myself for future payoff. So these emotions do the same thing. Same thing with compassion, I feel compassion for someone. I’m willing to give them time, money, shoulder to cry on, things that all might not be the most fun for me to do in the moment, but I do that because in the future I know I'm going to reap those rewards back when I'm in that position.

For millennia and even today, it's these emotions that underlie those behaviors, and what we’re finding is, as I said, they not only make us willing to sacrifice to help other people, but also our own future selves. And that's the best way to ensure that we’re going to be successful down the line.

[00:24:06] MB: Yeah, it's so key. As soon as it becomes easy for, you need to find kind of that next challenge and start pushing through the resistance.

Going back to these five key factors that you can use to hack authority, we got dominance, discipline, leadership, gratitude and fun/sense of adventure. Tell me about — I guess is leadership kind of encapsulated in authority as well or is that sort of a separate piece of the puzzle, and then what about gratitude and fun? I think those are kind of surprising things to see on a list of hacking social authority.

[00:24:40] CH: I think that gratitude and self-discipline are both extremely contagious and they're both extremely visible on your body. Somebody else might call it energy, and I don't profess to know how. It just beams out of you, but it really does. You can tell when you meet somebody that's really got their stuff together. It just shines through everything that they do. It almost puts every person into kind of a followership role to where they want to keep experiencing that. Leadership and authority are very, very closely related. Authority is something you want people to perceive and leadership is something that you're doing internally, the thought processes that you have.

[00:25:31] MB: What are those internal thought processes behind leadership?

[00:25:35] CH: I would say the number one thing you can do is just continually ask yourself how can I lift this person up or these people up. The authority would be a natural byproduct of having your stuff together and just managing your life.

[00:25:54] MB: Essentially, and tell me if I’m misunderstanding this, but essentially the idea is that if you have your life together, if you're firing on all cylinders, you’re having fun, you’re grateful, you have kind of positive energy beaming out from you, you’re organized, you’re getting things done, that sort of state naturally puts people around you into a mode where they defer to you almost or feel like they want to do what you tell them to do.

[00:26:23] CH: Yes. We’ve got a huge section on there on how to kind of hack that for lack of a better term. That definitely makes the agentic shift start to happen. Just as an example of this, how looks matter. They did a crosswalk, what they called a crosswalk study in Texas and this was decades ago. It’s been repeated several times, but this guy in a blue jeans and t-shirt in a downtown area, busy traffic, decides to break the crosswalk signal and just — Of course, the street is open, like there's no cars coming, but he goes against the crosswalk signal that tells him not to go. A couple of people follow him, and the same guy goes back to his apartment or wherever and changes into a really nice business suit and decides to break that crosswalk and go ahead and cross the street. The chances of people following him were increased by 89%, just because of his clothing. Just changing your clothes or changing that guy’s clothes made people break the law where they otherwise wouldn't have.

[00:27:34] MB: Fascinating, and that's a really good sort of crystalline demonstration of the idea that even simple shifts in the way that people perceive you can lead to massive changes in the way that they react to you and their behavior.

[00:27:49] CH: Absolutely, and it's not just how they perceive you just your clothing. You will, once you start getting that self-discipline, and you’ve got your social skills all these stuff start to get handled, you will walk differently. You don't need a tactic anymore. You don’t need conversation starter tactics anymore. Once all of these stuff happens and once you get those five qualities kind of hammered down, everything else starts to become a byproduct. The success is a byproduct of having that stuff figured out.

[00:28:23] MB: I want to dig in to how to create or manufacture your own luck, but before we do, I'm really curious if you could share maybe an example or two or a story from some of the research you did around luck, because I know there's some really kind of interesting and compelling examples.

[00:28:38] RW: We had a lot of them, and there's enormous consistency. I think the lucky people, always in the right place at the right time, lots of opportunities, they always fall on their feet and so on. In terms of the unluckiest people, we had one woman who had five car accidents in one 50-mile journey, which she put down to her jinxed green car, and then one day she came to the University and watched her trying to park the car, and we realized there were a few other factors in there. She’s also unlucky in love, so she signed up with a dating agency and first date came off his motorbike and broke his leg. The replacement day, walked into a glass door and broke his nose and eventually when she found someone to marry, the church they're going to get married in was burned down one day before the wedding, and that was how her whole life had gone. That was very typical of the unlucky people. Everything I touch was an absolute disaster.

Then on the flip side, you have these lucky people who wanted to start with a new kind of business venture and went to a party and met somebody there by chance and that person was exactly the person they needed in order to catapult themselves forward, and they became millionaires and so on. So very big differences between the two groups.

[00:29:55] MB: And how can somebody, for example, the woman who was consistently unlucky, how could she sort of transition or become someone who is lucky, and what were some of the differences between her and a lucky person?

[00:30:07] RW: Well, if we start with the differences, one was very interesting, almost perceptual different actually in terms of how they were seeing the world, and this was the form, the basis for an experiment we did. This then became quite well-known in terms of having people look at the newspaper.

We asked people to come into the lab to flick through a newspaper and just count the number of photographs in the newspaper. It's a fairly dull thing to do. What we didn't tell them is there were two large opportunities placed in the newspaper. One was a half-page advert with massive type that said, “Stop counting. There are 42 photographs in this newspaper,” and the other was another half page advert that said, “Say, you’ve seen, tell the experiment you’ve seen, and win,” whatever it was, 100 pounds or something.

What was fascinating was the lucky people tended to spot those opportunities, and so they would stop and go, “My goodness! That's great. I don’t need to count all the photographs, or could I have my prize now?” The unlucky people literally turned the page and didn't see them, and that's to do with this notion of attentional spotlight, that when we look at the world, we’re not seeing everything that's in front of us. We’re seeing a small part of it, where we place that active attention. When you become worried and anxious and concerned, as the unlucky people were, that becomes very small. You become very focused, and in doing so, you don't see something if you don't expect to see it.

The lucky people were far more relaxed and far more cheerful, had a large attentional spotlight, and so more likely to see opportunities they don’t expect and also act on them. That was the type of study we’re doing in order to try and tease really what was happening, why one group would say, “My goodness! I get all these opportunities,” and another group would say, “I never get a break.”

[00:32:06] MB: I love the newspaper experiment. That’s one of my favorite examples, and I’m so glad you shared it, and it just demonstrates really clearly that it's not necessarily sort of fate and random chance that's causing people to be lucky or unlucky. Obviously, there is a factor of that, but in many ways you can kind of create your own luck.

[00:32:26] RW: Absolutely. That was the premises of the research. Then what we did was to go on and test that. So hold on a second. If we take a group of people who are not particularly lucky or unlucky and we get them to think and behave like a lucky person, does that increase their luck? That data forms the basis, the luck factor book, and we found very simple exercises. The simplest one, but one of the most popular and which is now a well-known exercise, but at the time it wasn't, which is just getting people to keep a lucky diary and at the end of each day writing down the most positive thing, positive thought that they’ve had during that day, or one negative event that used to happen is no longer happening, or some sense of gratitude they have, their friends, or family or health or job or whatever. That starts to reorient people quite quickly.

So one of the issues with focusing is that if you are an unlucky personal or think you are, you literally do not see the good things in your life until you start to carry out that exercise. It’s a very, very simple intervention found, well it’s the simplest of interventions that had the most powerful effects, but you could see dramatically over the course of a month or two people becoming more positive, becoming luckier because of those interventions.

[00:33:47] MB: I’d love to kind of dig in and understand how you define loving yourself, because I think it’s something that I think you and I and many listeners may kind of intuitively grasp it, but I can definitely see somebody listening to this and thinking, you know, that seems kind of egotistical or selfish, and I don’t think it’s that at all.

[00:34:03] KR: You know, it’s actually interesting. Someone pointed that out to me once, and I thought about it, and I thought, “Okay, here’s what’s egotistical and selfish. Hating yourself. Because that’s being self-absorbed, just saying negative things to yourself. That is selfish.” Because you know what? It makes you worse, and it makes your relationships worse, it makes the world worse. That is the ultimate selfish thing I can do.

Loving yourself actually is the most positive thing you can do, because it’s not narcissistic. It’s not looking in the mirror and saying I’m so beautiful, and it’s not like — there’s no narcissism in it. It’s actually feeling love. Feeling love, which is probably the most beautiful emotion that exists. Every great song, every great poem, there’s a reason why over history, all this has been written about it, because it is the truest emotion.

If we’re going for the one true thing that really every human has within, that actually — love for a child, love for our parent, love for our significant other has caused such great actions in human history, you know? Sacrifice. Imagine sacrificing for yourself versus like all the sacrificing for others.

By the way, sacrificing for yourself is called self-discipline, which only results in good things. For someone listening, someone sent me an email once and said you know, I’m skeptic about this. I’m like dude, if you’re actually taking the time to email me, it means that you're not where you want to be in your life. Otherwise, you wouldn’t be bothering. You’d be too busy living your life. Why don’t you just try this? Why don’t you try it and see, and worst case, turns out you were right all along, you had lost nothing. You’re still miserable. Or, it could actually work and you’re better off.

I don’t really understand too much when someone says they don’t get the whole love yourself thing. I’m like, you know, I think if you were ever a baby, you know what love is. We may have lost touch with it, but it’s in us, and it’s truly like the fundamental human emotion that ultimately we all crave and we need. If we start from a place of giving that to our selves, so we’re not coming from an empty place, life has to be far better.

[00:35:59] MB: That reminds me of something else that you’ve talked about that I think is a really powerful concept, which is the idea that life is not happening to you, but it’s happening for you.

[00:36:09] KR: Yeah, that’s actually something I’ve noticed with people that I found to be significantly successful and happy or fulfilled. That’s why I work in Silicon Valley, and now because of my books, the kind of people I get to meet, I know quite a few insanely successful people, but I don’t know that many successful and fulfilled, or successful and consistently happy people. The ones who have that are the ones who basically — everything in life is basically an experience where they have to grow and learn, and use for their personal growth.

It’s not like they don’t get sidelined by life when you have that attitude. I came across a few months ago, there’s actually — in one of Rooney’s poems he says that. There’s nothing, this isn’t anything new under the sun. These are fundamental human truths that people have been figuring out since we’ve been around.

Imagine like, living from that place. Everything that’s happening is actually for your benefit. Cheryl Richardson has become a dear friend, she’s a very successful self-help author, and she said to me once, I got through a breakup and I was sad about it, she said, “You know? Try looking at it this way: rejection is God’s protection.” I mean, if you think about that, because if someone, if things end with someone, we as human beings don’t know what’s way down the road. You know, it could be magical now, it could be the worst thing that ever happened to you 10 years from now, right?

If it ended now, it could actually be a great gift. If you start looking at it as everything is happening for my benefit from that place, it makes life a lot simpler, and it actually makes us happier. Call it a simple mental hack, it works.

[00:37:36] MB: Yeah, that’s so powerful. I love that phrase. Rejection is god’s protection. I think many times, looking back on my life, there’s so many things that I desperately wanted or wished would happen, and the fact that they didn’t happen was the best thing that could have happened to me.

[00:37:49] KR: Yeah, look. I was writing for over a decade. Obsessively, you know, teaching myself, reading the great authors at night after work, and on the weekends just writing, rewriting. You know, sending out material, getting rejection letters, and the rejections hurt. I remember I would be depressed for a week or two, and then I would think, “Okay, I’m going to be a better writer,” and I would work harder the next round and get more rejection letters.

You know what that gave me? Over a decade, I became a way better writer because of that. That allowed me to be the kind of writer who could write Love Yourself and take his ego out of the way and just write only every word that mattered and cut everything else out. If I hadn’t got those rejections for a decade, I wouldn’t have written Love Yourself. If I had gotten like, published early on, I’d be writing this really clever drivel. It’s very easy to write clever stuff. I mean, I do it all the time, and then I throw it in the trash, because I know now how to write pure from the heart, but that took a lot of time and a lot of work to get to that place. That was all because of the rejections.

[00:38:44] MB: You touched on earlier kind of the difference or the distinction between someone who is successful and someone who is fulfilled. Could you explain that distinction?

[00:38:52] KR: I always make this distinction of someone who is successful AND fulfilled. Fulfilled, right? A couple of things I’ve noticed with that. One of the key things is their attitude tends to be that everything that’s happening is actually for their benefit. They work it out, they’ll handle it, they’ll figure it out, they’ll be in a better place because of it.

Success and fulfilment. I think, in that case, I think fulfillment for me is when you’re really living your life in a way that your life is an expression of you. The true you, what you’re putting out in the world, where you’re being, if you’re walking the earth, being you, and putting out to the world a real you. That is natural fulfillment.

It’s actually a beautiful way to be. Now having success from that place is more amazing. You’ll never have any issues with that success, because it’s just you being you. The real you, not the ego, not the scared person, just you, the gifts you got. I would say like, of all the things I’ve done, startups, building companies, venture capital, all these things. The thing that I found most fulfilling, even though it’s also the hardest work I’ve done, is writing and putting these books out. It is by far the most fulfilling thing I’ve ever done in my life. Blows everything else away. Because it’s a pure expression of me.

[00:40:05] MB: One of the things you’ve talked about is the idea that if something scares you, there’s magic on the other side.

[00:40:11] KR: Yeah.

[00:40:11] MB: I’d love for you to kind of explain that.

[00:40:13] KR: That’s just a rule I’ve developed for myself. It’s just a personal rule, and one, whenever I live, just results in magic. Like, for example. I was terrified of putting the Love Yourself out to the world, I was petrified. I wrote it, and I remember, just being like, I was just as likely to just trash it than I was to publish it, right? It was actually crossing that fear that actually changed my life, transformed my life.

I’ve noticed other things. If there’s like, they’re really scared, you know, okay, if you’re scared of throwing yourself in front of a truck, yes, that’s a legitimate fear, but like most of our fears that come from within, they’re actually, I think, often a signal of where to go rather than where to run away from. It’s kind of funny how that works.

I think in our gut, we’ve learned to listen to in a very weird way as humans, but like this fear of going and asking that girl out. What’s the worst that can happen? Eventually, you could meet the girl of your dreams. Publishing the book where I’m going to be a laughing stock in Silicon Valley. Everyone’s going to be like, “What the hell, dude? You’re writing this book about loving yourself, with this strange cover, and now you’re doing like, mantras in your head?” I thought I would never be able to raise a dollar for a company again. By doing it, it changed my life. So many CEO’s I’ve met told me how it’s transformed their lives and made them better. That was a huge thing.

It’s almost like I look at life as a cliff. These things in life, it’s a cliff you're standing on and we’re waiting to jump, and we think, you know, we’re going to jump after our wings grow. The irony is that they never will. We have to actually jump somewhere along the way. While we’re falling is when they grow, because it’s like life tests us. I think life gives us more than we could ever ask for, but we have to step up. It’s life that requires us or of us. I think that’s a fine deal.

[00:41:52] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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November 28, 2019 /Lace Gilger
Best Of
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Grant Cardone: Why Most People Aren’t Willing To Succeed

November 26, 2019 by Lace Gilger in Weapons of Influence, Best Of

In this episode we bring on Grant Cardone to give you a real look at what it means to be successful and what it really takes to get there. He shares the exact shifts you have to make in order to 10x your life. We share why you should ignore most people’s advice, how to push yourself to a new level, and why learning isn’t enough to get to the highest levels.

Grant Cardone is the CEO of Cardone Capital, an international speaker, entrepreneur and author of The 10X Rule as well as two dozen best-selling business programs. Named the #1 marketer to watch by Forbes Magazine, Cardone founded The 10X Movement & The 10X Growth Conference, which has grown into the world’s largest business & entrepreneur conference. He has been featured on countless media outlets across the globe.

  • What was the inflection point that really changed your life and career?

  • How do you go from the fantasy of being successful to actually being successful?

  • How do you go from success to mega success? How do you go from making good money to

  • Operating out of his house, not spending money on advertising - how did he go from 3mm to 30mm?

  • It wasn’t one time, it was 1000 small moments that lead to Grant’s greatness and his rise in fame

  • The FIRST thing to change was Grant’s mindset - “I have to be a big boy now”

  • He was being held back by other peoples’ thinking - small thinkers, people who were playing small ball

  • "You can fake a lambo but you can’t a jet."

  • STOP listening to people who are mid level successful and have successful small businesses. If you want to be a real player you can’t get advice from little players. You can’t be a whale and act like krill.

  • Start managing other people’s money - leverage other peoples’ capital to get into a bigger game

  • How to raise 20bn in 72 hours.

  • Change the questions you ask yourself. You have to keep changing and leveling up the questions you’re asking yourself.

  • Don’t get comfortable in any one lane, understand business as a whole.

  • You have to take NEW RISKS all the time. You have to reach out and meet new people.

  • Share the stage with other people - collaborating with other people lifted Grant’s brand up and took him to another level - 10x is a movement it’s not just about Grant.

  • Coca Cola and Netflix lose huge amounts of money in order to be successful.

  • How do you start filtering good advice and bad advice when you're trying to 10x?

  • You have to compromise something to really take it to the next level. If we wanted to really take ourselves to the next level we have to get uncomfortable and do what it takes.

  • People have to KNOW you before they can trust you. You have to get yourself out there.

  • Money moves to familiarity, especially in times of crisis.

  • “The aha never turns into money” Whats money is aha + do do. You have to turn ahas into ACTION.

  • Grant spent years on the mistaken idea that the best product would win. Then he spent years thinking that people needed to trust him. That as a mistake too - then he had to shift to getting people to KNOW you.

  • How do you get known?

    • Start with WHO do you want to know you?

    • How can you distribute content to them at the lowest possible cost? You can either spend money or you can spend energy. It’s a lot cheaper just to spend money on paid ads.

  • How do you stand out? #1 thing is FREQUENCY. It’s not about how unique your content is. People have to trust you.

  • Likes don’t matter. You have to build of following of REAL people. Do you want to build an army?

  • You have to be the brightest star in the room, otherwise you’re gonna get overlooked.

  • Never give up on an ad campaign, keep working it until the offer makes sense to people. Flip what you’re offering, change the offer, try something new. If you give up on the promotion of an idea, that idea will never find it’s way into society.

  • Just cause its a good idea doesn’t mean it’s gonna make money, and just cause it makes sense doesn’t mean it’s gonna make money.

  • “If you’re gonna take a whipping take it quick” Don’t get stuck in the loss. Run another play. Keep going.

  • Allocating time across multiple businesses

    • Which one has the biggest pay day

    • Which one is closest to the goal line

    • You can’t manage everything. Be a good quarterback, plug in where you are good and where you can add value.

  • If there’s 3 people in your company you will never figure out what kind of business person you really are. That’s when you really get to meet yourself - when you 10x your company. It will be UNBELIEVABLE.

  • How can you find out how big you are playing small? It’s impossible.

  • There is no courage without fear.

  • You have to get reps in. If you don’t step into fear you will get smaller. You have to confront and push through your fear.

  • #1 Most Important Rule is PROMOTE YOURSELF.

  • What’s wrong with most people’s relationship with money?

    • The Middle class rules don’t work anymore.

  • Study people who’ve mastered the circulation of money.

  • Multiplying money is very different than saving money.

  • Homework: Don’t save any money. Don’t have any money in your checking or savings account. Clean out your retirement account. Start spending your money.

  • An entrepreneur, by definition, puts time and money at risk in order to have more time and money. People save money because they’re playing it safe.

  • Homework #2: Get around people that PUSH YOU. You can’t like your coach. You need someone who will bump you and push you to do more. You don’t need someone to walk along side of you. You can’t get greater without pressure.

  • You always achieve more with somebody else than you would by yourself.

  • Stay in RISKY and DANGEROUS environments all the time.

  • Get involved with people that are PUSHING THEMSELVES.

  • Homework #3: Make commitments to things that pull you forward.

  • People are built to create and to contribute.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Grant’s personal site

  • Grant’s LinkedIn, Twitter, and Facebook

  • Cardone University

  • GrantCardoneTV

  • Cardone Capital

  • The Cardone Zone Podcast

Media

  • Article directory on Entrepreneur, Medium, CNBC, AMEX, Business Insider, Elite Daily, and Huffpost

  • Arabian Business - “'If anyone has 10X figured out, it's Dubai' - serial entrepreneur and author Grant Cardone” by Jola Chudy

  • Fortune - “The Key to Being a Great Entrepreneur” By Grant Cardone

    • “Be Hungry or Starve as an Entrepreneur” By Grant Cardone and Entrepreneur

  • Investopedia - “The Multi-Million Real Estate Empire of Grant Cardone” by Shobhit Seth

  • Freshsales Blog - “How Grant Cardone Built a $750 Million Empire” by Nivas Ravichandran

  • SUCCESS - “4 Changes You Can Make to Reach Your Full Potential” By Grant Cardone

  • TIME - “How to Stay Laser-Focused on Your Goals” by Grant Cardone

  • [Podcast] Eventual Millionaire - 10x Your Business with Grant Cardone

  • [Podcast] Jordan Harbinger - Grant Cardone

  • [Podcast] Lewis Howes - Grant Cardone: Think Bigger and Take the Risk

Videos

  • Grant’s YouTube Channel

  • Who is Grant Cardone Really?

  • The Greatest Salesman in the World

  • 5 Steps to Becoming a Millionaire - Grant Cardone Trains His Sales Team LIVE

  • Grant Cardone’s Vimeo Channel

  • The Wolf of Wall Street - Grant Cardone vs Jordan Belfort | Sales Training Heavyweight Match - The Wolf's Den #14

  • Impaulsive - GRANT CARDONE’S BILLIONAIRE ADVICE: CASH IS TRASH - IMPAULSIVE EP. 127

  • Tai Lopez - Grant Cardone & Tai Lopez: How To Sell $287,000 A Day & Own $700,000,000 In Real Estate

  • Evan Carmichael - "STOP Thinking Like the MIDDLE CLASS!" - Grant Cardone (@GrantCardone) - Top 10 Rules

  • Goalcast - How To Multiply Your Success with the Rule of 10 | Grant Cardone | Goalcast

  • Valuetainment - Grant Cardone's Most Controversial Interview with Patrick Bet-David

Books

  • The 10X Rule: The Only Difference Between Success and Failure  by Grant Cardone

  • Sell or Be Sold: How to Get Your Way in Business and in Life  by Grant Cardone

  • Be Obsessed or Be Average  by Grant Cardone

  • How To Create Wealth Investing In Real Estate: How to Build Wealth with Multi-Family Real Estate by Grant Cardone

  • The Millionaire Booklet  by Grant Cardone

  • If You're Not First, You're Last: Sales Strategies to Dominate Your Market and Beat Your Competition  by Grant Cardone

  • The Closer's Survival Guide: Over 100 ways to ink the deal  by Grant Cardone

  • How to Get and Stay Motivated  by Grant Cardone

  • Sell To Survive  by Grant Cardone

  • Secrets of Selling  by Grant Cardone

  • The Automotive Closes (Automotive Sales Closing Techniques) by Grant Cardone

  • Selling: The Secret to Success by Grant Cardone (2008-04-12) by Grant Cardone

Misc

  • [SoS Video Special] *SHOCKING* Grant Cardone Calls Out Podcaster

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[00:00:11] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet with more than 4 million downloads and listeners in over a hundred countries.

In this episode, we bring on Grant Cardone to give you a real look at what it means to be successful and what it really takes to get there. He shares the exact shifts you have to make in order to 10X your life. We uncover why you should ignore most people’s advice. How to push yourself to a new level beyond what you even think is possible, why learning isn’t enough to get to the highest levels and much more.

Welcome back to another business-focused episode of the Science of Success. Everything we teach on the show can be applied to achieving success in your business life. Now we’re going to show you how to do that along with some interviews of the world’s top business experts. These business episodes air every other Tuesday along with your regularly scheduled Science of Success content. Enjoy this business-focused interview.

Are you a fan of the show and have you been enjoying the content that we’ve put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on their along with a really great free course that we put a ton of time into called How to Create Time for What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That successpodcast.com, or if you're on your phone right now, all you have to do is text the word “smarter”. That's S-M-A-R-T-E-R to the number 44222.

In our previous episode, we shared lessons from the world of high stakes poker. What’s it like to bet a million dollars on the turn of a card? What can we learn about making better decisions and dealing with tough emotions under those extreme circumstances? We shared a powerful strategy for managing your emotions in a crisis, showed you how to make tough decisions like a professional poker star and much more with our previous guest, Alec Torelli. If you want to make the best decisions for your life even under the toughest possible circumstances, listen to our previous interview.

Now, for our interview with grant. Please note, this episode contains profanity.

[00:02:42] MB: Today, we have another epic guest on the show, Grant Cardone. Grant is the CEO of Cardone Capital, an international speaker, entrepreneur and author of The 10X Rule as well as two dozen bestselling business programs. Named the number one marketer to watch by Forbes Magazine, he has founded the 10X Movement and the 10X Growth Conference, which is one of the world’s largest business and entrepreneur conference. He’s been featured in countless media outlets across the globe.

Grant, welcome to the Science of Success.

[00:03:09] GC: Man! I appreciate you having me. I hope there is a science to the success.

[00:03:13] MB: That’s what we’re trying to find out.

[00:03:14] GC: I’ve been looking for it my whole damn life.

[00:03:17] MB: That’s awesome. Let’s dig into that a little bit. I’d love to figure out at least in your experience, Grant. Obviously, you’re tremendously successful. What was the or was there – I know you had a really interesting upbringing in childhood and a lot of traumatic and challenging pieces of that, but what was one of the biggest inflection points in your business career? What was the moment that you went from being an average Joe to somebody who you’re like, “Wow! This rocket ship is really taking off. I’m really going to achieve success on a level that most people never do,” or that maybe even you didn’t think was possible.

[00:03:48] GC: Yeah. The 10X rule, man. The 10X rule was a game changer. I’ve been in this space of trying to discover the science, seriously, ever since I was 10 years old, but I made it a profession when I was 25. 25 years old, I’m like, “Okay. I’m going to learn how to do business.” I learned how to do sales when I was 25. At 30 I learned a little more about how to sell stuff, because I had my own business then. I was selling stuff door-to-door. But I didn’t really learned the business game. I didn’t know I was really going to really, really be somebody. I always thought maybe I could be. I think we all had these fantasies, right?

When I was a kid I thought maybe I’d be a rock and roll star, and then in my teen years I thought I was going to be a baseball player. Then around 20 I said, “Maybe I’m going to be a drug pin.” I’m going to be the next The Godfather of some kind of – I felt maybe I was going to end up in the crime business, because I didn’t know what I was going to do for a living. I was literally lost for like 10 years.

But when I finally became a legitimate businessman in my 30s, and from 30 to about 45 years old, I was making good money. I mean, I was doing in comparison to the other people around me, I was definitely successful, but I knew that I had another level in me. It took me 2008 when the thing changed. Everything changed for me between 2008 and 2010, I wrote the 10X rule in 2010. When I wrote that book, I wrote it for me. I never thought I’d sell one copy of that book.

I was trying to figure out the science of my next level. What would it take for me to scale my business like the big boys? Prior to that I was making – I don’t know, three million bucks a year, which is a great deal. Less than 4% of all business in America make a million dollars. Very few people ever learn how to make a million dollars, and I was doing 3, but I wasn’t doing 30. I wasn’t spending on advertising, and I was still operating out of my house, and I had maybe half of an employee. I was contract laboring people. I was kind of like a broken vehicle that was getting patched up and bundled all the time. I looked good by the time I got to the destination, but I knew when I got in the car, dude, everything was kind of like just being held together. I had to do everything.

In 2008 when the economy fell apart, when we had this what I would call a depression, not a recession. This global, massive contraction. When the tide went out, then we found out, “Okay, what is Grant really made of? What kind of business is this really?” Anybody that had too much debt at that time or not enough cash, not enough assets, not enough customers, if you weren’t known in probably at least 10 different industries, you got ripped apart.

The last 8 or 9 years has really been the creation of Grant. This is a long answer to a very simple question you’re asking. When was it? It wasn’t one time. It has been a thousand times. I went from having $7 million in the bank to almost $1.5 billion worth of real estate in the last 10 years. I went from 3 employees to almost 500 employees. From spending no money in advertising to spending a million dollars a month in advertising.

The first change was this, like my mind changed, “Hey! I got to be a big boy now.” I had been negatively impacted by other success people’s thinking. Meaning, the guy that made a couple of million dollars from his house, from the entrepreneurs, from the – Well, what are they called? The solopreneurs. We have words being used today every day that weren’t even being used 20 years ago. Solopreneur, entrepreneur, self-employer, influencer. Just because you can influence, don’t mean you can cash a check.

[00:07:34] MB: That’s very true.

[00:07:36] GC: That’s why I say that thing about you can fake a Lambo, but you can’t fake a jet.

[00:07:41] MB: I like that.

[00:07:41] GC: Anybody can lease a car. You can even charter a jet. You can even take a photo in front of a jet, but you can’t fake put your name on the jet. For me, the science of success is really about what did Coca-Cola do? What did Warren Buffett do? What is Elon Musk doing? What did Alexander the Great do? Not what did Bobby do on Instagram to get 700 likes?

[00:08:07] MB: Yeah. That’s such good advice, and looking at studying the greatest achievers of all time, the Alexander the Greats, the Caesars, Rockefeller, etc. I mean, you could see the bookshelf behind me where I have all of those biographies sitting there. I’m curious, I want to dig in to more this transition point, and I love the piece of advice that you had that it wasn’t one thing. It was a thousand small things. What were some of the other things? You talked about shifting your mindset. What else enabled you to go from a successful small businessman to a world-shaping mogul?

[00:08:39] GC: I quit listening to small successful businessmen and women. I quit getting advice from, no offense, punks, and I felt like a punk, dude. I felt like, “Oh! I’m a businessman. But you walk into a room, you go to New York City. You’re making 3 or 4 million bucks a year and you think you’re the shit. You got a couple of cars paid for. You got a house. You belong to a country club.

I walked into a meeting with Goldman Sacks with a billionaire. At that time I was probably worth – I don’t know, 80 million bucks. Dude, they didn’t pay attention to me. I was not even there. I could have walked in with a hard on and no pants. They wouldn’t even recognize that I was there. I could have opened an account that day with 80 million with Goldman Sachs. They still wouldn’t have paid attention to me. I was no one.

When I walked into the Goldman Sachs building and saw their elevators, their elevator, one elevator was bigger than my office. I was like, “What the fuck have I been thinking, man? What have I been thinking?”

Now, at that time I owned a bunch of real estate, but I refused, I refused to manage other people’s money. I’m like, “What am I thinking? Everybody, all my uncles, my brother, all these people, all these little players – My account, my lawyer said, “Don’t manage other people’s money. Don’t take other people’s money Don’t let other people invest with you. It’s a problem.” All these other people.

Then I walked in the Goldman Sachs’ building, I’m like, “How did they build this place?” They raised other people’s money. They had people working in that building that made more money working for Goldman Sachs than I made working for myself. I’m like, “What the fuck have I been thinking?” This is a thousand – I’m getting beat. I feel like I’m in Singapore, I’m getting cracked in the back with a – What is that? A cane? A cane. I’m getting beat, man. I’m like, “Whoa!”

Blackstone this week, I think it was last week actually now, they raised $20 billion in 72 hours. One thing has to happen and you’re like, “I want to be a real player.” If you want to be a real player, you cannot get advice from little players. You can’t be a whale and act like a krill. Yeah, you can show up like a little clown fish, but you got to remember, you can’t leave anemone because somebody is going to eat your ass up.

I was telling the guy in the interview the other day, “Bro, you got to change the questions you’re asking yourself.” If you start in sales and you want to get great at sales. Okay, good. Get great at sales, but at some point you got to start asking questions about business, not sales. You got to elevate the game. You got to start getting uncomfortable with other shots.

For the business person, the businessman, the businesswoman, for a person to go from an idea to be an CEO really running a company, you got to keep changing the questions you ask yourself and not get comfortable in any one lane. That means you’re always taking new risks. I’m having to take new risks all the time. I’m having to reach out and meet new people. I’m having to be in new interviews, ask new questions.

[00:11:36] MB: Yeah, that’s great. There’re a number of really good insights from that. One of the things that seems like it was a breakthrough for you is this idea of starting to manage other people’s money or leveraging other people’s capital so that you could play in a bigger game. How did you begin implementing that into your life? You’re sitting there in the elevator, as you say, “Oh my God! I have to start leveraging other people’s capital.” How did you start to put that into motion?

[00:12:00] GC: Well, that was one company, okay? It wasn’t about other people’s money. It was the realization like, “What was I thinking?” Why am I worried about raising money from other people when I know I have a great investment vehicle?” I know it’s better than Goldman Sachs, this shit paper. They’ll sell anything to anybody. They’ll take a billion dollars from you and let it sit in a bank account and pay you nothing, like whatever.

I know I’m putting people in these beautiful real estate deals, but I won’t put anybody in it, because I got this one piece of data that was given to me by another buy that said, “Leave other people’s money alone, man. Don’t get too big. Fly under the radar.” That was just one little business, okay?

There was another business, my seminar business. My seminar business, I was told early on, “Hey, you need to be the main guy on stage.” That was bad data. When I started collaborating with other speakers bringing other people, it was no longer Grant on stage. It became the 10X movement.

I’ve worked with Tim Story, Tim Grover, Steve Harvey, Snoop Doog, Little John, John Maxwell. We got Scooter Braun coming to my next gig. I mean, I’ve had unbelievable names. When you collaborate with other people, it lifts your brand up. But I was told by people in the speaking space, the coaches, the gurus, these guys that operate a business from home part-time and tell people how to have a full-time business and grow their business. I was told by them, man, “Hold the stage yourself. Don’t share the stage.” Again, it’s just bad advice. You got to collaborate. You got to go wide.

I look at Coca-Cola, or Google, or Facebook, or Netflix. Look at the money they’re willing to lose in order to get to be a dominant power in their space. The average million dollar company does not want to lose money. They’re terrified to lose money. The average entrepreneur is unwilling to even invest money in time to grow their business. That’s why so many of the office from home, it might why you’re running your podcast from the house. It’s cheap, dude.

[00:14:07] MB: That’s fair.

[00:14:08] GC: The reality is, look, for you to get sponsors, for you to become a 10 million a year podcast, you’re going to have to get a studio. You’re going to have to get advertisers. You’re going to have to have bumpers. You’re going to have to sell a part of your soul. But everybody’s got to comprise something to get bigger and a lot of people don’t want to compromise. They want to just stay where they’re at.

[00:14:29] MB: That’s really interesting.

[00:14:35] MB: Hiring the right person takes time, time that you often don’t have. But you shouldn’t let a time crunch get in the way of finding the right candidates for your business. That’s why LinkedIn is the best place to post your job. In fact, I was on LinkedIn jobs this morning looking for candidates to fill a key role in one of my businesses.

LinkedIn jobs screens candidates with hard and soft skills you’re looking for so that you can hire the right person quickly. You can look for things like collaboration, creativity and adaptability looking beyond just work skills and resumes to connect you with the candidates who are a perfect match for your business.

That’s how LinkedIn makes sure that your job post gets in front of the people you actually want to hire, because they have a much better ability to get a deep insight into exactly who is the right candidate for you and your business.

Find the right person meant for your business today with LinkedIn jobs. You can pay what you want and the first $50 is on them. Just visit linkedin.com/success. Again, that’s linkedin.com/success to get $500 off your first job post. Terms and conditions apply.

[00:15:55] MB: You brought up a really good point, which is there’s a lot of bad advice. You brought up a number of good points, but this idea that there’s a lot of bad advice or limiting advice from people who are maybe at the middle tiers of success, how do you filter out, how did you know this is bad advice versus this is good advice. I should listen to this person. I should ignore what this other person is telling me.

[00:16:14] GC: I’m careful about who I study. Then when I read, when I find somebody I’m like, “Okay, I like this person. I want to study them. I don’t just take data from them without taking a look at the data. Howard Schultz is famous for saying one of the things that he believes in is don’t advertise. He’s a multibillionaire. Took an idea called Starbucks. It’s a word-recognized brand today. One of the most valuable brands in the world. He says, “Do not advertise.” I saw this this morning and I’m like, “Howard says, “Yeah, I’ve seen that before.” What does that really mean when Howard Schultz says don’t advertise? Does that mean I should not advertise?

I’m like, “Wait a minute. He doesn’t money on advertising, but –” And I think he does spend money on advertising. But he buys the best locations in New York City to put his stores on. In Miami, the best locations possible. Houston, Texas, best locations possible. Tokyo, Japan. Best locations. He will pay more money for lease to make sure he gets traffic he needs. That is a form of advertising. In fact, it’s cheaper for me to buy some space on Facebook than it is for me buy 5th Avenue and 43rd Street. He is advertising. Okay?

Also, number two, for him to become the president of the United States, which he dropped out of, he would have to advertise, and he didn’t, so he had to drop out. Just because the guy is super successful, just because he has a piece of a data doesn’t mean you want to just drink it, eat it without first studying it. Because if I study the Googles, or the Facebook, or the Netflixes, or the Coca-Clolas, or the Superbowl. Do you want to advertise? If you’re Lays potato chips, you need to advertise. If you’re Nike, you better advertise. If you’re a small entrepreneur, you need to get the whole world to know, you must advertise. This is a mistake I made for 20 years. Not marketing, not advertising. Holding on to money, because I was a little player. Holding my money. I don’t want to spend it. The reality is if nobody knows me, they can never trust me.

[00:18:21] MB: Yeah, that’s fascinating. So what was the inflection point where you realized that you need to start making yourself more well-known? That you need to start advertising? That you need to start deploying your capital instead of hoarding it?

[00:18:32] GC: I can only be in one place at one time, right? I’m talking to you right now. Hopefully this gets out to millions of people. When the economy crashed in 2008, I knew this was not about the economy. It was about me. No one knew Grant Cardone. When things go to shit, whatever leftover money there is always goes where it knows. Money does not go to strange places when it becomes scarce. It goes to familiar places.

Money moves to familiarity. It moves to where I’m comfortable. What’s comfortable? Something I see every day. That’s why people go home every day, it’s comfortable. That’s why people say, “No place like home,” because it’s so familiar, man.

Where does money go? Money goes home. Money always goes home. Money goes to where it’s most familiar, and no one knew me. One industry knew me well, and when that industry got cut in half, there was 20,000 auto dealers in America. They all knew me. They got cut in half down to about 9,000. They didn’t have any money. So that one industry, I was to put it upon one industry. That’s when I knew what Warren Buffett meant about never depend on one flow of anything.

That’s when I got busy saying, “I got to create –” Number one, I got to get more people to know who I am. This is where the mind clicks. I’m giving you practical now. Not just aha. Because the aha never turns into money. You guys watching, “Oh, man! That was great.” That’s never money ever. Ahas are never ever money for me. What’s money for me is, “Aha! Do-do.” For me that meant, “Okay. I got to get everybody.” I made a list of industries; chiropractor, medical, dentist, cosmetic surgeons, plumbers, roofers, real estate agents, real estate brokers. I need to get every one of these professions to know who I am. Financial advisors, brokers, bankers. I need to get them all to know me.

This was 10 or 12 years ago. This was pre-podcasters. The word influencer wasn’t even around yet. Now we have all that. If somebody is listening to this right now, what are you going to do? You got to give people that have influence to know who you are. It is not important who I know it is, but it’s not as important as who knows me. Because if I can get people, if I can get strangers to recognize my name or my face or seem somewhat familiar, that is the next level to saying, “Okay. Now I can start sharing ideas and concepts and products and possibly becoming profitable.”

[00:21:03] MB: Yeah. It’s the classic know, like, trust cycle and you’re basically saying that when you advertise, when you become somebody who’s really well-known, that you’re accelerating that cycle and elevating yourself to a higher paying field where you have tons more opportunities.

[00:21:18] GC: Yeah. What I did for 25 years is I just tried to get people to trust me. The first thing I did was I thought – Actually, I made a different mistake and that I thought, “If people just saw how good my product was, I’d be good.” I spent years with this idea that I have the best product, and that was going to do it. That was a mistake.” Then I’m like, “Okay. Now I need to get people to trust me.” That was actually a mistake too. I need to get people to know me, because if they don’t know me in an industry, my product doesn’t matter and they’ll never trust me.

We all see signs of best product getting beat all the time. Just because you have the best product does not mean you’re going to get the most business. You have to get known. You’re right, get known. What did you say? Known, liked and trusted?

[00:22:02] MB: Yeah. Know, like, trust. You have to know somebody in order for you to like them, and you have to like somebody in order for you to trust them.

[00:22:08] GC: Yeah, that’s probably right. I didn’t know those last two. But that probably makes sense. I’ve spent the last 8 years. I didn’t have an Instagram account 8 years ago. Nobody did. I didn’t have a Facebook account. Facebook had just come out. I started a YouTube account I think 11 years ago. I didn’t know how to do a YouTube video. I didn’t have a subscriber to any of these channels. I didn’t have a Twitter account.

Those were all distribution channels, right? Hey, how do I get known? Make a list. Who do I want to know me? Three; how can I distribute content to those at the lowest possible cost? Because at that time, I didn’t have any money. I’m either going to spend money on that distribution channel or I’m going to spend organic energy. They’re very similar, by the way. It’s a lot cheaper just to spend money. We probably spend a million dollars a month in monetary exchange for ads today. Money, we trade a million dollars in amount in advertising. But I’ll bet you, I’ll spend another 10 times that in energy.

[00:23:05] MB: How do you stand out when you’re creating all these content? There’s so much noise now on social media. Obviously, you have a platform now that helps you standout. But when you were just getting started or for somebody who is just getting started, what advice would you have for them to be able to stand out amongst all of that noise?

[00:23:22] GC: Frequency. Number one, be frequent. You got to be frequent. It’s not how you unique your content is in the beginning. People have to trust that you’re going to be there. In the beginning, there actually had to be a little shock that you keep showing up. Why is this guy doing this Facebook life thing? He’s only got three people there. It’s hard, man. It’s a grueling deal. It’s much easier to go hire a manager, an agent or just spend money on advertising. This is a grueling grind down. Nobody talking about how much of a grind it is, because a lot of people are just buying. They’re buying bullshit likes. I’m glad the likes are going to away. It’s going to destroy people, man. It’s going to kill them. These guys on Instagram, they got to get their likes. It’s going to crush them, because it doesn’t mean anything.

You’re going to build a real following of people, and Instagram and Facebook, this is a not a new thing. This is the way it was 100 years ago. You got to build a following. You want to build an army? If you’re going to take over some part of the world, a thousand years ago, you needed an army. People need to know that you’re serious and they need to know that you’re a threat. Because if they don’t know you’re a threat dude, they’re not going to take you serious and you’ll only pull that off a couple of times.

People are trying to roll around by themselves, and you’re wondering why people aren’t taking you serious. Because you’re competing with them wrong, man. Lebron can roll by himself. He shows up, everybody watches them. You’re lost in the crowd. Nobody sees you. You can’t even see yourself anymore. Everybody is got to become Lebron. You got to become a star.

I look up in the sky at night, man. My eyes always go to the brightest star in the sky, and that’s not going to change. It’s going to change because of your race, your color, religion, your prayers. You got to be the brightest star in the room, otherwise you’re going to get overlooked.

Brightest star also – What comes with the brightest start is when everybody is looking at you, they’re also seeing either you don’t meet their expectations, “Oh, he ain’t that bright. I thought that star was bigger than that.” When you get that much attention, what comes with it is not all admiration. Then a person really meets themselves. When you start getting more the likes, you get dislikes, and you get people ignoring you, and you get people just using you, and want to steal from you, and scavenge you, and click bait you, and bully you. Look, nothing’s changed from the days of junior high school. It’s pretty much the same thing.

[00:25:56] MB: This is a little bit of a subject change, but in the same vein, when you’re – Whether it’s investing at a media campaign or even beyond that, how do you think about when you should double down in something and keep going and soldier through versus when you need to cut your loses?

[00:26:10] GC: On an ad campaign?

[00:26:12] MB: Yeah, and maybe beyond that when you’re starting a company, when you’re working on a project.

[00:26:17] GC: Yeah. Well, those are two different questions for me. One is on the ad campaign. You should never give up on the ad campaign. You need to shift whatever the offer is. You need to keep working that ad until the offer makes sense to people. Sometimes it’s just flipping it, right? Instead of selling the seat, you’re giving the seat away and they’re joining a membership, or, “Hey, here’s the seat. You get the membership.” Sometimes you just got to flip it. But if you give up on the promotion of any idea, the idea will never find its way into society.

Now, if you have an idea that’s terrible, that’s the other part of this question. Just because it’s a good idea, it doesn’t mean it’s going to make money. Just because it makes sense, it doesn’t mean it’s going to make money. Why would a guy like me compete with Blackstone, Goldman Sachs, J.P. Morgan, fidelity? You’re going to take those guys on, man, you better be ready to go and you better have a product that has some kind of like unique advantage. If you find out it does, then you’re right. Then there’s a point where you got to bail.

If you told me you had an idea about an app, the moment you say app, I’m closing my mind. I’m not even interested. They cost too much to build. They cost 10 times that to get anybody to know about them. It will cost you 100 times more to get them to remember that they even downloaded your app to use it. It’s just a bad idea. If you can’t give somebody the app, even if you give them the app and it has money on the app that they can take, you’re going to probably not make the business work. Some ideas are just terrible, because there’s so much competition in the marketplace.

Do you remember the Apple Newton by any chance? It was about this big. It’s probably before your time.

[00:27:57] MB: Yeah, I don’t remember it.

[00:27:57] GC: If you Google the Apple Newton and Bill Gates or Microsoft, the Apple Newton was the first iPhone and Bill Gates – Steve Jobs was running out of money. He went to Bill Gates and said, “Look,” and they were furious competitors. Really didn’t like each other. Steve knew he needed Bill’s help. He says, “I need money.” Bill agreed to give them money. They had to bury the apple, the Newton.

I had a product depended upon the Newton. It was a company. I probably never even talked about this before until today. I knew when that deal happened, I had to get rid of the company. They were going to bury the Newton, build it and run it around, and four days I got rid of my company. I took my whipping and moved on.

So if you’re going to take a whipping, take it quick. Move on and what you want to do now is you want to take all that energy now that you don’t have, you don’t have to direct. You need to know that you’re going full steam ahead, but all that energy that you had pushing on that, in this case, the Newton, I had to shift all that energy on to these other projects. Because what you don’t want to do is you don’t want to get stuck in the loss, man.

If you watch the NFL, or ball club, they run a play, it doesn’t work. They don’t go crying on the sidelines. They run another play. You just don’t want to keep running bad plays though. You got to advance the ball at some point.

[00:29:13] MB: Obviously, you talk a lot about taking massive action, going all-in, being fully committed. How do you think about – I don’t know exactly. You have what? 6 or 7, maybe more than that companies now. How do you think about committing time to each of those and obviously you’re not running each of them fulltime. How do you allocate your effort across all of those and how do you think about doing that with multiple businesses?

[00:29:35] GC: Which ones had the biggest payday and which one is closest to the goal line. Most of what I’m doing is kind of emergency managing, kind of like a grenade. I pull the pin. We have a project. I got 60 days and this thing is going to blow up all over everybody’s face. I’m handling things on timelines. This podcast, today’s podcast, it pops up. It showed this morning. I walked in my office, like, “You got a podcast at 1:00,” as a way you’re telling me right now. I thought you wanted your schedule? I do, but I don’t need – At 9:00 in the morning, I don’t need to know what’s happening at 1:00. Okay?

From 9 to 12 today, I just hammered issues that can advance things. Things that are below my pay grade. Somebody else needs to handle it, or things that are above my pay grade. There are legal issues. That’s above my pay grade. Have $600 dollar an hour person handle that. Have the accounting department handle that IRS thing.

The plane. The plane we flew in last night from New York, I don’t know anything about the plane. I just know where I sit on it. But I’m not taking care of it today. The pilots are. They sit up front and act like they’re flying the plane. I sit in the back knowing I own the plane. You got to know your place, dude. What are you doing? What are you doing? You can’t manage everything. It’s kind of like Tom Brady. What is Tom Brady doing? Tom is not playing defense. Tom is playing full-on offense. Tom does what Tom does. Tom puts points on the board.

My job at my company is to put points on the board. I’m not the video guy. I don’t shoot the video. I don’t edit the video, but that doesn’t mean I can’t say, “Hey, that video sucks, dude. Add this footage. Flip this. Put this here. Put that there. Open with that scene back with me walking on to the plane. Dude, what will be perfect for this. Cut it down.” Then we play with stuff like that.

Look. You’re not going to figure any of that out if you’re a one-man show. If there’re three men in your shop, you’re never going to find out what kind of business person you are. Get 30 people, 10X rule, man. You got 30 people, get 300. You got 300, get 3,000. Then you’re going to find out what kind of leader you are. That is when people get to actually meet themselves. This is not a bad thing. This is going to be a fucking unbelievable thing.

When you go from three people to 300, you’re going to be like, “Damn! I am a businessman. I’m a real legit dude. I can do this.” But people will never find that out, because they’re running too small. How could you find out how big you are playing small? It’s impossible. Nobody knows that a million dollars is no money until they have a million dollars. The only people that think of million dollar is a lot of money is the people that don’t have a million dollars. Just go around the streets, bro. You got out on the streets. Where are you today?

[00:32:17] MB: Nashville, Tennessee.

[00:32:18] GC: Yeah, go to Nashville. You go out on the streets and say, “Who thinks that million dollars is a lot of money?” Every person that raises their hand will not have a million dollars.

[00:32:26] MB: Yeah, I totally get what you’re saying.

[00:32:28] GC: You don’t know what you don’t know man, and people don’t even have any clue about how big they could be, because every day they’re playing so small. You could be the next Howard Stern, bro, but you’ll have to leave your house.

[00:32:42] MB: Yeah, that’s great advice.

[00:32:44] GC: You won’t know it, and the world won’t know that you’re the next Howard Stern until you leave. Mark Zuckerberg, he had to leave his campus room. He did not want to go to Silicon Valley. He had to leave to become Facebook, what Facebook is today.

[00:33:01] MB: The most epic and life-changing thing that we’ve ever done at the Science of Success is about to happen. We’re launching a live in-person intensive just for you. This will be an intimate two-day deep dive in-person with me where we will go over all the biggest lessons and greatest life-changing insights that I’ve personally pulled from years of interviewing the world’s top experts on the Science of Success and show you exactly how to specifically apply them towards exponentially achieving the goals that you have for your own life and business. You’ll learn how to influence anyone, 10X your productivity, overcome procrastination and overwhelm and so much more.

Bring your own unique challenges, goals and desires and get highly specific tailored feedback and a playbook for exactly what you need to do to achieve your biggest goals. Here’s the thing, we’re only going to have 15 spots available for this intensive. That’s 15, 15 spots. If we sell out super-fast, we might do a second intensive, but this is priced so that I can spend intimate one-on-one time with every single person who attends.

This event is going to be here in Nashville on January 27th and 28th. Get more details and reserve your seat before we sell out at successpodcast.com/live. That’s successpodcast.com/live. I can’t wait to see you here in Nashville.

[00:34:41] MB: Why do you think people get stuck playing small ball when they could be so much bigger?

[00:34:45] GC: Because they got small balls. How do you get big balls, dude? You got to practice. You got to start swinging your balls around. You got to –

[00:34:57] MB: Take risks.

[00:34:58] GC: How do you build biceps, dude? How do you build calves?

[00:35:02] MB: Get reps.

[00:35:03] GC: You got to work them. I’ve always had small calves my whole life, and the only way I can get some muscles – I can get them popping out. I just got to go in there and push them. But you see, what people do is people work the easiest muscle they got. They can get biceps, they work their biceps. My wife, she does abs. She can get abs instantly. I’m like, “Look, you need to work those.” I’ve been working those my whole life, man. They’re easy. They pop easy. But people don’t pay attention to stuff that takes little work. They go for the easy thing.

The person ends up calling themselves an introvert. They’re not an introvert. You didn’t stop running your mouth at Thanksgiving dinner. The whole time the introvert said they going to talk the whole damn time. It’s like you didn’t talk to anybody in fucking three months. You will shut up when you’re around your favorite sister. Who’s the only one that listens to your bullshit? But you get out in an audience where nobody knows you and then you’re like, “Oh, I’m an introvert.” No you’re not. You’re an excuse maker. You’re uncomfortable and you’re not willing to move through your discomfort. You got small calves and you don’t want to work them.

How do you build it, dude? You build courage by being courageous, and courage means take action in spite a personal horn. I’m at risk. I am afraid. It is not courageous if you’re not afraid. There is no courage without fear of being present.

[00:36:20] MB: Yeah. That reminds me of one of my favorite quotes, which is everything you want is on the other side of fear.

[00:36:27] GC: Yeah, you don’t want to run man, and it’s real by the way. Your fear is real. It’s real. You can’t tell me it’s not real to walk up somebody you want to do business with and tell them to fuck off. I just give you some weird, crazy, thing to do. Go up to Connor McGregor and punch him. You tell me that fear is not real. Walk up to some stranger and push them for no reason. You’ll be terrified, dude. Tell me it’s not real fear. You’re having a real, like, “Wait a minute, I’m having something real here.” Make a cold call to somebody and ask them – You try to get a million dollars from. It feels real. I know all these cool things people say, but I know this, if you don’t do the fear, you’re going to get smaller as a result to not doing it. That’s real too. You have to confront your fear. You have to just push through it. You got to push through it. Maybe something good comes out of it.

At the very least, at least you’re going to find out, “Wow! I hit Connor. He hit me back. He broke my nose.” That could be what your breakthrough moment right there, because you will get so much free press.

[00:37:34] MB: Yeah, that’s interesting. Always thinking about the PR.

[00:37:38] GC: Oh, man! Promote first. Number one most important thing people should be doing today is promote themselves.

[00:37:42] MB: This is a subject change, but something you touched on earlier as well, what do you think is wrong with most people’s relationship with money?

[00:37:50] GC: They don’t have any.

[00:37:53] MB: But why?

[00:37:54] GC: It's because of our upbringing. You can’t take 311 million people, throw them into a place called America. Free to do whatever the fuck you want. Money everywhere. Just look around. Just go outside. Have money everywhere, man. I’m looking at your bookshelf. I’m like, “God damn! $25, $25, $25, $25, $25, $25, $25.” This guy wants to buy a book. I don’t see my book on your shelf.

[00:38:20] MB: There’s a lot of books you can’t see there, Grant.

[00:38:22] GC: Is any of my books up there?

[00:38:23] MB: Yeah, I got 10X Rule.

[00:38:24] GC: Let me see. Where is it, man? Where is it? Pull it down. I don’t believe you.

[00:38:28] MB: I got to go dig it out, man. We’re going to run out of time.

[00:38:31] GC: I’ll wait.

[00:38:31] MB: It might take me two or three minutes, dude. I have a whole stack of books over here.

[00:38:35] GC: See? You forgot about me.

[00:38:37] MB: I would never forget about you, Grant.

[00:38:39] GC: I’m buried in there in all that other stuff. You got the 4-Hour Work Week.

[00:38:43] MB: I do have the 4-Hour Work Week as well.

[00:38:45] GC: You see? Which one are you going to with? The 10X rule or the 4-Hour Work Week? Because they’re complete contradictions.

[00:38:50] MB: You’re inspiring me with this 10X talk, dude. I got to get out of my house.

[00:38:55] GC: Yeah, dude. I don’t want to work four hours a week. I want to work four hours every minute.

[00:38:59] MB: I like that.

[00:39:00] GC: Back to the money thing. The money this is a big thing for – Everybody needs to handle this money issue. There’s a huge, huge problem in the world. We hear about this financial inequality every day on TV. I think 1% of the people in America are about to have the entire net worth of the middle class. 1% of America is going to be – Literally, have more net worth than the entire middle class of America. Why is that? Is it income inequality or is it information inequality?

I think people have the wrong data. People are operating off the middle class rules. Go to college, get a job, save your money, buy a house, plan for retirement.

[00:39:45] MB: Small ball.

[00:39:46] GC: Small balls. One is always smaller, by the way. That’s a problem when they’re both small. You have mostly male audience, right?

[00:39:53] MB: Majority male, but we have a lot of female listeners for sure.

[00:39:56] GC: Okay. The women know what I mean by small balls. No courage, man. All talk. All hat. No horse. You wear the boots, dude. You got the big cowboy belt. That’s it. That’s where the whole thing is right there. Guys got a big watch, no money in the bank. He’s at the club balling like a baller, renting a Lambo on the ride home. No. Probably just rented one on the way over there. He owns part of the club with the other 200 guys that each put in 10 grand. It’s just a lot of pretend going on, man, rather than like, – Hey, look. I’m saying that because I have done some of that and I played smaller. I call them business that were doing hundreds of millions of dollars a year, and I’m consulting them on how they can make more money. They were spending more money in advertising than I was making in a year.

[00:40:46] MB: That’s crazy.

[00:40:47] GC: A little bit of a paradox. I felt that every time I went and did it too. They were hiring me to come in and get their people to think different. But every time I did it, I felt like, “Wait a minute. They just paid me,” which it looked like a lot of money. It was like – I don’t know, 10,000 bucks an hour or something. To me I was like, “I was so proud of it.” They’re spending 10,000 every hour on advertising.

Who’s thinking small here? I thought 10,00 grand for an hour of work to work was a lot of money. They were spending that every day on advertising. They bought me one time. They bought the ads, literally, every hour, every day of the week, 30 days in a month every day of the year.

See, you got to start like, “Who am I getting my advice from? My mom? My dad? If you want money, man, the only place you can get money from, if you want to change the way you think about money, you have to study only people that have mastered money. Not people that have mastered avoiding debt. Not people that have mastered saving money. People that have mastered the circulation of money. Some of the names you mentioned earlier. I don’t want to save money. I was taught how to save money. I’m great at saving money. I needed to learn how do I get money to multiply? How do I have buildings with my name on it? Why does Donald Trump not ever talk about the house he lives in?

His house is a building on 7th Avenue. He lives in the top of the 7th Avenue building called Trump Tower. Now he lives in the White House. He doesn’t know either one – He has zero interest in where he lives, okay? He wants to be in places where he can drive control revenue. Donald Trump might be a bad example, because so many people hate his guts. But let’s choose Warren Buffett. Warren Buffett never talks about his $38,000 house. One house he’s bought his whole life.

He’s investing money in companies. Most Americans, the biggest investment they make in their life is to buy a house. Most entrepreneurs have more equity in their homes than they do their business. I know business owners that have more equity in their house, put more money down in their house than they do their advertising budget. Spent more money on furniture and paint and roofs and appliances than they do their staff or their furniture. Small balls.

[00:43:13] MB: Fair enough.

[00:43:14] GC: Small balls, until, “Oh! I could put my name on it. It’s 202 2nd Avenue. I live there. Me and my dog.” I know some people, entrepreneurs, they got a bigger budget to feed their Labrador than they do their staff.

[00:43:33] MB: Yeah. The part about – I didn’t actually know that stat about how entrepreneurs have more equity in their houses then they do in their companies in average. That’s mind-blowing and such a great point about the difference between having a mindset of multiplying money versus having a scarcity-based mindset of trying to save money or reduce debt.

[00:43:56] GC: Yeah, exactly.

[00:43:57] MB: So for somebody who is listening to this conversation that wants to level up, they want to take risk, they want a 10X, they want to take massive action, what would be one action step, one challenge that you would have for them? One thing for them to do. You said earlier, “Ahas don’t turn into money.” For somebody who’s listening to this interview, what can they do to start taking action implement something we’ve talked about?

[00:44:20] GC: Oh man! There’d be a lot of things you could do right now. One, how much money do you have in your savings account? Get rid all of it. Don’t save any money. Don’t have any money in your checking account or your savings account. Retirement account, take it all out. Start spending your money. “Well, what else can I do, Grant?”

What people are doing, they went into a business to build a business and now what they’re doing is saving cash. It’s like you got to shift everything, man. By definition, an entrepreneur, someone that puts time and money at risk in order to have more time and money. Organizes a business, taking on more than ordinary amounts of risk in order to grow that business.

All of a sudden, you got a business and now what you’re doing is you’re saving your money. The first thing I would do is you have any money, I would look at why are you saving money? People save money because they’re playing it safe. Now somebody watching this is going to be like, “Well, don’t I need an emergency fund?” Maybe. Maybe you do. I don’t know. Maybe you do need an emergency fund. What you need to do is build your damn business so it will take care of you in emergencies.

[00:45:21] MB: Built cash flows so that you have recurring income stream.

[00:45:25] GC: Yeah, exactly. Cash flows. Spend money so you can have money in time. That’s one thing. If you don’t want to do that thing, or even if you do do that thing, you got to get around to people that are going to push you. If you don’t like this interview right now, if you’re listening to this and you’re like, “I cannot stand this guy.” Dude, then I’m your guy. You can’t like your coach. Okay? I’m not a therapist. I’m not Dr. Phil. He lost his show. You need somebody that will bump you. You need somebody that will push you up, okay? You don’t need a guy to walk along side of you. If you’re going to get greater, it will not be without pressure. If you’re going to achieve something beyond what you’re already achieved, you will not do it by yourself and you will always achieve more with somebody else than you would by yourself. So you need to get a game. You need to get some gangsters around you. You need to stay in very dangerous environments all the time. Join me at the 10X Growth Conference. Join my mentor program. Get involved with people that are pushing, pushing, note telling you to push, but are pushing themselves. What do we have for companies over here? 50 little ventures? What do we have?

We got 7 million companies. We got 15 or 17 little venture going on around here. They all take money. They all take money. They all take time. They all take risk. It’s like, “I’m doing that right now. I don’t spend all my time talking on stage.” We’re trying to learn how to grow.

One, get rid of your reserves. Two, get around somebody that will push you. Three, you need to make commitments to things that pull you forward. On my calendar, if you saw my calendar for the next three months, I have all these events pulling me. I want to sleep in, but I have an obligation. That obligation pulls me. I’m not having anything push me. I’m being pulled forward.

[00:47:19] MB: Great advice. Really, really insightful. I have a quick question. I’m just curious. Is there ever a point where – I mean, you’re obviously tremendously successful. Is there ever a point where you would get burnt out or say, “I don’t want to keep pushing myself so hard. I want to sit back and enjoy things,” or is it the pushing and the growing that you – Is it the process itself that really motivates you?

[00:47:41] GC: Every time I’ve wanted to go sit on the sidelines, something bad happen to me. Probably not. Every time I’m like, “I’m good now. I’m going to chill out. Every time I do that – People are built to create and to contribute, and I’m doing this today. I’m not being paid to do this today. My life does not change because of this podcast today. I’m not doing any business with you right now. I still don’t believe you even have one of my books back there.

[00:48:06] MB: You’re hurting my feelings, Grant.

[00:48:08] GC: You don’t have a statue of me back there. You got a statue of Buddha. He ain’t never done nothing for you. Every time I’ve gone into that, every I’ve done that, I end up like, “Okay. What’s wrong?

When I’m producing and creating, producing and creating and contributing and giving back, my day goes by faster. I just got a 10X alert, amber alert. That’s smart, man.

[00:48:31] MB: It’s time to 10X.

[00:48:32] GC: 10X, man. 10X. February 20th, 02-20-2020. I’m doing the most talked about entrepreneur conference on planet earth. 10,000 people will gather from around the world for the biggest 10X party on the planet. 3 days. We register the 4th day. So the first day is the registration, and then three days, there’s a party on the 20th, which is freaking unbelievable numbers, 02-20-2020. There’s a registration part. It’s going to be insane. Then on day 21, 22 and 23, three days talking about revenue, 10X-ing your revenue and your sales. Day 2, 10X marketing. Getting the whole world to know who you are. Day three, how to create the 10X ideal life so that you never burn out. Living a life of purpose and power and prosperity.

[00:49:27] MB: Grant, where can people find out about that conference, find out about you and everything that you’re doing online?

[00:49:33] GC: 10xgrowthcon.com.

[00:49:36] MB: All right. Thank you so much for coming on the show, Grant. Fantastic conversation. Some really insightful and potentially controversial points, but I really enjoyed everything that you said, and it was certainly motivational and inspirational for me.

[00:49:48] GC: Matt, you’re the man, dude, but you need somewhere edit in some kind of proof that you actually have the 10X Rule.

[00:49:54] MB: Okay. I’ll send your team a video of me holding the 10X Rule.

[00:49:58] GC: Okay. Awesome.

[00:49:59] MB: For listeners who are curious about whether or not I actually have a copy of Grant’s book, The 10X Rule, check out the show notes for a special video reveal. They’re available at successpodcast.com, and you can find them right on the homepage.

[00:50:13] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

I'm going to give you three reasons why you should sign up for our e-mail list today by going to successpodcast.com, signing up right on the homepage. There’s some incredible stuff that’s only available to those on the e-mail list, so be sure to sign up, including an exclusive curated weekly e-mail from us called Mindset Monday, which is short, simple, filled with articles, stories, things that we found interesting and fascinating in the world of evidence-based growth in the last week.

Next, you're going to get an exclusive chance to shape the show, including voting on guests, submitting your own personal questions that we’ll ask guests on air and much more. Lastly, you’re going to get a free guide we created based on listener demand, our most popular guide, which is called How To Organize and Remember Everything. You can get it completely for free along with another surprise bonus guide by signing up and joining the e-mail list today. Again, you can do that at successpodcast.com, sign up right at the homepage, or if you're on the go, just text the word “smarter”, S-M-A-R-T-E-R to the number 44222.

Remember, the greatest compliment you can give us is a referral to a friend either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes because that helps boost the algorithm, that helps us move up the iTunes rankings and helps more people discover the Science of Success.

Don't forget, if you want to get all the incredible information we talked about in the show, links transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top.

Thanks again, and we'll see you on the next episode of the Science of Success.

November 26, 2019 /Lace Gilger
Weapons of Influence, Best Of
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Would You Bet Your House On The Turn of A Card? High Stakes Lessons with Alec Torelli

November 21, 2019 by Lace Gilger in Decision Making, Money & Finance

In this episode, we share lessons from the world of high stakes poker. What’s it like to bet millions on the turn of a card? What can we learn about making better decisions and dealing with tough emotions under these extreme circumstances? We share a powerful strategy for managing your emotions in a crisis, show you how to make tough decisions like a professional poker star, and much more with our guest Alec Torelli.

Alec Torelli is an entrepreneur, motivational speaker, and professional poker player. As a poker player, Alec has won millions playing live cash games and some of the biggest tournaments live and online. As a coach and digital entrepreneur, he shares his knowledge and insight to help others achieve their life goals. Alec has been featured on ESPN, CBS Sports, Travel Channel, Fox Sports, Poker News and many more.

  • How a lanky 16-year-old become one of the highest stakes poker professionals in the world

  • Making the decision to drop out of college - how do you justify it?

  • How you can make tough life decisions by logically evaluating the downside

  • Talking to yourself in the third person helps you pull out of the emotions of a tough moment and get a more objective perspective?

  • Why you shouldn’t let the fear of other people’s opinions hold you back

  • Logic vs Intuition? How do you use each of them to make decisions? Which is more important.

  • You don’t have to choose between logic and intuition - the best decisions merge the two of them together. They should work in harmony.

  • Intuition is not the same as emotion. They are very different.

  • Reframing into the third person is a powerful strategy to take yourself out of tough situations and make much better decisions under pressure.

  • Ask yourself: “What should Alec do here?” If you’re watching Alec play poker, what advice would you give him in this spot?

  • Emotions often arise when you latch onto something and you want it to be different than it is - you want something to be a way other than it actually is - you become frozen in what was.

  • Meditation and mindfulness and powerful strategies for peak performance at high stakes

  • Self-forgiveness and self-compassion are cornerstones of improvement and growth at the highest levels

  • Evaluating your decisions on the merit of the decision-making not the merit of the outcome.

  • The biggest decision making lessons from poker.

    Most people operate under the illusion that good decisions to lead to good outcomes, but the real world is much messier than that - there is a huge amount of variance and noise between a decision and an outcome.

  • Don’t get caught up in “n of 1” fallacies when making decisions - just because something worked for someone doesn’t mean it’s a good decision.

  • Outcomes in life aren’t binary - when you only view things are 0 or 100 you are missing a huge amount of perspective when weighing your decisions. Most things in life aren’t black and white - think about the probabilities of outcomes.

  • The reality is that luck plays a huge roll in everyone's’ life. Being dealt a winning hand is a pre-requisite to succeeding in a lot of ways.

  • Look for bigger sample sizes when making decisions - don’t overweight short and small sample sizes.

  • How do you prioritize what’s important in your life?

  • Before you do anything - figure out what you’re trying to accomplish?

    • Before making a bet in poker

    • Before spending your time on something

  • Homework: Talk to yourself in the third person when making a tough decision.

  • Homework: Take up a meditation practice.

  • Homework: Get really clear about your personal goals. Track your spending - what get’s measured get’s managed. And align your spending with your goals.

    • Starting small, and re-aligning your resources with your goals - GREAT suggestion.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Alec’s Website and Wiki Page

  • Alec’s LinkedIn, Twitter, and Facebook

  • Conscious Poker Website

    • Conscious Poker Membership

    • Intro to Hand Reading Course

Media

  • [Profile] The Hendon Mob - Player Profile: Alec Torelli

  • Poker Listings - Alec Torelli: "It’s Not Just About the Game and Money" By Dirk Oetzmann

  • [Article Directory] Poker News - Alec Torelli

    • “ALL IN with Evan Jarvis: Interview with Alec Torelli” by Sarah Herring

  • [Podcast] Rec Poker: Ep 085 - Alec Torelli

  • [Podcast] What Got You There with Sean DeLaney - #152 Alec Torelli- Million Dollar Decision Making (Aug 23, 2019)

  • [Podcast] Postflop Poker Podcast - Episode 92 - Hand Reading ft Alec Torelli

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Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet with more than four million downloads and listeners in over a hundred countries.

In this episode, we share lessons from the world of high-stakes poker, what’s it like to bet millions on the turn of a card, what can we learn about making better decisions and dealing with tough emotions under these extreme circumstances. We share a powerful strategy for managing your emotions in a crisis, show you how to make tough decisions like a professional poker player and much more with our guest, Alec Torelli.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life.

If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word “smarter”, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we unlocked the power of asking. When you ask for what you need, miracles can happen, but so many of us are too afraid to really ask, or we feel like we don't know how, or what we should be asking for.

How do you get better at asking? How can you tap the tremendous power and potential of the social capital within your network by using the power of asking? We asked and answered all of these questions and much more with our previous guest, Dr. Wayne Baker. If you want to finally ask for what you really want in life, listen to our previous interview.

Now for our interview with Alec. Please note, this episode contains profanity.

[0:02:13.8] MB: Today, we have another exciting guest on the show, Alec Torelli. Alec is an entrepreneur, motivational speaker and professional poker player. As a poker player, Alec has won millions playing live cash games in some of the biggest tournaments live and online. As a coach and digital entrepreneur, he shares his knowledge and insights to help others achieve their life goals. He's been featured on ESPN, CBS Sports, The Travel Channel and many more media outlets. Alec, welcome to the Science of Success.

[0:02:39.9] AT: Hey, Matt. It's an honor. Thanks for having me. I appreciate it.

[0:02:42.3] MB: Well, we're super excited to have you on the show today. As many longtime listeners know, I'm an avid fan of poker and I think there's so many lessons that can come out of poker to teach us to be better decision-makers and live better lives. I'd love to start the conversation out and explore a little bit how does your poker journey begin and how did you become someone who played at some of the highest stakes imaginable?

[0:03:05.7] AT: Good question. Yeah, it was a journey. I started playing at 16. I got invited to a friend's house and I won $12 or so my first time playing. They say, the worst thing that could happen to someone that is betting or gambling is they win their first time, because then they're hooked. I was extremely hooked. I loved it. I loved the fact that it was – there's a psychological component that I could beat my friends, that I can make money. I seem to have a knack for it. It was probably almost completely due to beginner's luck winning the first time, but of course it went to my head I thought I was some hotshot.

That just propelled me to keep playing the game and just get as good as I can and play as often as possible. In high school, I really got serious about poker. I was playing after school every day that I could find the game. I was reading what limited books there were and talking with friends. It became apparent that I was one of the better players in the home games that I would play in and I would consistently win money.

Later in high school, I started playing online poker. I had some good results early on. I remember one day after school I went to a friend's house and I won a tournament. There was 500 people that entered. I got first place and won over 2 grand, which in high school is infinite money. I was going to retire.

These early successes allowed me to really remain enthusiastic about poker and keep pursuing it as much as possible. When I was 18, I was at SMU in Dallas, Texas and I was making a decent amount of money playing online poker. I'd saved up probably between 20 and 30 grand, which was a lot for an 18-year-old at the time and in college. I realized that I was slacking behind in university, because I was dedicating so much time to poker. I was playing tournaments late at night on Sundays, staying up till 4:00 or 5:00 in the morning and then missing my economics class.

I realized I'm at this crossroads where I could not become better at poker and move to the next level and achieve my goals of traveling around the world and playing in some of the biggest tournaments and cash games if I'm still in university. Even athletes, not to compare myself, but I have the same dilemma. Should I stay in school, or go to the pros? You just can't do both if you want to compete at the highest levels, right? Especially if you want to get a degree and focus and all these things.

I evaluated my worst case scenario and I realized, you know what, the worst thing that happens is I'm 19-years-old. I’d give myself a year. I lose the 20 or 30 grand I saved and I'm basically back in the same place as everybody else, except I'm one year older, which is not really that bad of a worst-case scenario. I just lose a year of time, but I have this incredible experience and I get to test what it's like to live out my dream.

The best-case scenario is that I make it somehow and I reach this goal and I'm traveling the world and I'm playing on the level that I see these people that I look up to on television playing in. That was a pivotal moment for me and I really went all-in at that time. I had some good results after that, some ups and downs along the way. I mean, this was 15 years ago, so obviously it wasn't – the rest wasn't all history. It was making that choice that gave me the at-bat to get the successes that later came.

Shortly after that, things went really well for me. I moved to Australia, because I couldn't play poker in the US and I wanted to compete in the biggest tournaments. While I was there, I got up early one day to play an online tournament. Actually, it was the biggest tournament in history at the time. I ended up winning. I won over a quarter million in a day and I was 18 or 19 at the time. That year, I continued to play a lot of online poker and I became one of the biggest winners in online poker on the biggest website at the time, called Full Tilt.

In cash games alone, I made over a million dollars that year. I feel weird saying numbers, but unfortunately that's the only way we have of keeping score. I can't tell you how many points I scored. I could just tell you how many dollars I won, so I don't want this to come across the wrong way, but that's our metric, or it's our currency. That really put me on the map and gave me those early successes that allowed me to continue throughout my poker journey.

[0:07:10.1] MB: That's fascinating. The Full Tilt reference. I was a Full Tilt player back in the day and I remember it didn't have nearly the pallets that you had on there, but I remember having all my funds frozen and everything when the site got shut down.

[0:07:21.7] AT: Yeah, me too.

[0:07:22.2] MB: Which I'm sure was much more problematic for you. Even the subtle mental model that you just shared just now is really interesting, which is this notion of evaluating the downside and making a decision which seems really controversial, something like dropping out of college.

Yet, you looked at it in a very rational way and realized that instead of carte-blanche ruling it out, or catastrophizing and thinking that, “Oh, I can't do that. My life will be over.” You looked at it in a really rational perspective and I think that's something that's missing in a lot of people's lives is this idea of looking at tough decisions and figuring out and actually logically mapping out what's really going to happen if I take this seemingly crazy risk?

[0:08:04.8] AT: Yeah. I have my parents to help thank for this instilling me this this process. My dad is very analytical, logical. My mom gave me extreme amounts of confidence to believe in myself. I could confidently say at the time, this was before poker was really on the map 15 years ago, zero people that I talked to thought that dropping out to play poker was a good idea. It really took a little bit of conviction there. I got that confidence from my mom’s side. Then from my dad's side it's really about the practical side of things and thinking things through and being rational and logical about decision-making.

I really feel that skill set was amplified in poker, because what you're taught is to separate the facts from the noise and not let emotions cloud judgment when making decisions and not let fear cloud judgment. A lot of times in poker, you're in a big hand, right? Especially, as I moved up in stakes and started playing bigger and bigger games. When one single bet could be 10, 50, a $100,000 in a single bet, right? Not even a single hand. Just a single bet within a hand. In theory, you can look at it like this is the correct play, but it's another thing to be able to actually make the play.

What poker teaches you to do is really focus on the process of making the right decision, independent of how you're feeling in the moment. Independent of the fact that you may have just lost a big hand, or what are other people going to think if you make a bonehead play and they see you turn over a bluff, or how are you going to be critiqued, or how are you going to be looked at on television by the rail, or the people watching? That really served me well in these times when I needed to make big life decisions and separate those facts from the noise and really evaluate what is the merit of this decision.

I focused on something I tell myself still to this day at the tables. I talked to myself in third-person. It sounds ridiculous to do this, I understand, but I feel a lot of times when you're in the first-person and you're involved in a situation emotionally, that's when it clouds our judgement. By creating space between yourself and the situation, it's easier to see things objectively. Let me give you an example, if your friend asks you for advice about what he should do in a relationship or a personal situation, you usually have a clear answer and pretty confident. Why is it so true that it's so hard for us to see our own situations objectively? That's because we're involved in them.

When you create that space between yourself and say Alec, what is the best decision here? What are the benefits of path A and what are the risks? Then to get those things down on paper concretely and evaluate them separately and then attribute a score to them, or an importance to them, right? Or to attribute a significance to each one of these factors really helped me analyze the situation and see clearly that really the only thing – there really was not that big of a downside. Really what was holding me back was the fear of the opinion of other people. That would have been the only reason why I didn't go through with this. When you get to that place, it's nonsense not to do it. I think that poker really helped amplify this process for me.

[0:11:04.6] MB: That's another critical perspective shift that is missing in so many people, or that I think is such a critical skill set to really separating yourself from the pack, to being at your risk takers, this idea of not letting other people's opinions hold you back or get in your way.

[0:11:22.7] AT: Yeah. I think the idea is to be in a place where you can listen to the opinion of others and respect and take it into account, but always keep in mind that everybody's looking at the world from their vantage point. You can't really ultimately make a decision based on someone else's opinion, because they're attributing their values to your situation. Ultimately, only you know in your heart what is right. It's that guiding intuition that everybody has, where it's the best decisions I feel we make are ones where we just know instinctually what the right direction is.

For example, I talked about this in the keynote I gave where in poker you sometimes use logic versus intuition to make decisions. Sometimes you use intuition to read other people, sometimes you use logic to analyze the math, the numbers and their betting patterns. When you think about your life decisions, the biggest ones we make, I feel most of the time you can you could weigh in to pros and cons.

Even when I was doing this going to college, debating whether or not I should leave university, it was you can get everything down on paper, but then ultimately, that process might help you come to a realization or give you confidence, but ultimately, if you close your eyes in the stillness of your own silence, I feel most people know what the right answer is for something.

It's about listening to that, as opposed to separating the voice of fear. For example, I was together with my wife or my girlfriend at the time and I was – I remember asking a friend like, “How do you know if she's the right person?” Because I was debating, I wanted to propose to her. I was like, “Well, how do I know? There's no guidebook for this and you're not taught this.” Definitely making a huge decision like this, I don't want to get it wrong.

He's like, “Well, you pick three things in a partner and if they have those things that are the most important to you, you know it's the right decision.” I'm like, “Well, okay. On brown paper has these three things. She has many more and not a lot of things I don't like, but am I really going to you use this logical approach to make a decision?” I'm like, “No. This doesn't even make sense, right? I'm not going to make a decision about whether or not to get married, because someone checks my list of boxes.”

I closed my eyes and I just asked myself, “Alec, you have 3 seconds to decide should you marry?" A renowned yes. I just knew that this was the right decision. I didn't overthink it. I didn't analyze it any further or whatever. I just bought a ring the next day and proposed. We've been married six, seven years and things are great. I feel in those situations, people know intuitively what the right decision is, but the key is trusting themselves.

[0:14:02.7] MB: That's really interesting. There's a couple things I want to break down from that. Let's start with this notion of logic versus intuition. Tell me more about how each of those factors into decision-making, both in a crucible, like poker where you're in these incredibly tough decision points and you're in some cases, betting the amount of money that might be a car or a house on the turn of a card. How do you think about weighing those two things and which do you think is more important?

[0:14:30.8] AT: Good question. In one of the biggest hands I played, it was televised hand and I got dealt a monster. I had three nines and the book says to go all-in. I bet out 1,100, or bet into this pot. My opponent raises me. I immediately got a feeling like he had a strong hand. It was just an intuitive read I got. Maybe it's because he looked down at his chips. It's hard to quantify these things. I could try and explain it later and I have a YouTube video explaining my thoughts on this hand, but it's hard to quantify why your intuition gives you a read about something, right?

It's like when you meet someone for the first time, your intuition tells you right away if you like that person or not. It's hard to put into words. It's not because they have a black shirt, or their shoes, or the color of their hair. It's just you get a feeling about them. That's what I'm looking for in poker and also in life as well. I'm listening first to the intuitive read I get about a scenario, a person, a business deal, whatever it may be.

Then I'm using logic to back up what my intuition says, to see if it makes sense and if it checks out. Then I go through the hand I was playing against Chad, for example. I said, “Okay, what types of hands is he going to raise me here? What types of hands is he going to bluff me here with? Is he really capable of bluffing on television? Is he really going to risk this much money in this spot with a bad hand?”

As I walked myself through the logical side of things, I then realized that those things were unlikely. It was likely he had a very strong hand and I folded. It turns out he had a straight. I would have lost the hand if I continued. It's about first and foremost understanding the relationship, but then also understanding that these two things actually work together. I feel in poker, as well as in life, people sometimes identify themselves or feel they have to choose between one or the other.

I think when you look at the best decisions, like in the case of dropping at a university, or marrying my wife, the big decisions as well, these two things should actually work in harmony. There should be a marriage between these two things. When in doubt, I always find that when I'm at the poker table for example, there are times where they're in conflict.

There are times when I feel like for example, I know my opponent has a really good hand and I should fold, but then my rational mind starts talking and I tell myself things like, “Well, I can't fold this hand. My hand is too strong, or the pot is too big. I can't fold. I'm committed.” I start to override my intuition with the voice in my head. I start to override my intuition with logic. Those are the situations where I pay the biggest price.

If you look at your life, I feel these are things as well. It’s when you know you shouldn't get involved with that relationship, but you do anyway because you talked yourself into it, because you say these certain things to yourself and then you get involved and then you get in trouble, or your intuition tells you you shouldn't get involved with this person. It's probably not the right business deal, or you're too busy to take on another task, or another project, but there's this opportunity and it's going to be so important and there's all these logical reasons why you should do it, so to speak, and then talk yourself into it and then it turns out you should have trusted yourself the whole time.

I feel when they're in conflict, I try and let my intuition be my guidepost in decision-making. A really important caveat to this is that intuition is not emotion, right? Emotion is something like, “I'm frustrated. I'm losing at poker. I want to get my money back. I'm going to play really aggressive to try and win this next hand.” That's not your intuition talking. That is your emotion. That's your ego.

I feel having that space, that's why I'm always trying to create that space between the first-person and third-person to help myself emotion from the decision-making process, because emotional decisions unlike illogical or intuition ones, intuitive ones are actually the worst decisions that we can make and those are the ones that cost people a lot of money at the poker table.

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[0:19:45.1] MB: Give me a sense of exactly how you talk to yourself. What does that actually sound like?

[0:19:51.3] AT: It depends on where I am in the hand. My process starts actually in the beginning. I actually teach this to clients that I work with. If you think about a tennis player and how they approach a point of tennis, you can see that they have a very specific routine, right? They go through the process of dribbling the ball a certain amount of times, calling for the towel and then getting ready for the point and then throwing the ball up and serving. I created the same thing in poker. I call it a power routine.

Between every hand, before the cards are even dealt, I'm trying to pry myself to focus on playing the next hand the best way possible. While the hand is being dealt, I'll close my eyes for half a second, take a deep breath and say my focus is to play this next hand the best way possible. That allows the emotion, or charge, whether it's positive or negative from the last hand to step aside and me come back to the present moment and focus on my only objective right now, the only thing that I can control, the only thing that can make me win more money, or earn more chips, or whatever it is is playing this next hand the best way possible.

That might be a trivial decision like folding two terrible cards. That might be all I can do. That is all I can do. I think that helps me eliminate the emotional side of things from the get-go by having a clear focus. Then a lot of times, I'll be in the middle of a hand and sometimes I'll be facing a big decision. Let's say my opponent bets out a large amount of money, or I know that it's the right situation to bluff with a large amount of money, but I'm scared. I'm scared because it's a large amount of money, or I'm on television. What are people going to think if I make a mistake, or he calls me, or I'm wrong? All these thoughts that are going through my head, all this ego going through my head.

I will literally talk to myself in the third-person. I'll say, “What should Alec do here?” I'll pretend that I'm my friend giving me advice, because it's so much easier for the friend to give advice. It's so much easier to tell someone else what to do. Instead of me being in the first person sitting at the table, facing a $100,000 bet, I'll pretend that I'm watching Alec play poker. I'm just the friend sitting over his shoulder telling him, “Hey, look. You should fold. The guy has a strong hand. Or you should bet, the guy has nothing. It's clear this is the best play. Make it.”

Then when I'm giving advice to Alec, then I could step back into the driver's seat equipped with the right information and my focus on making the best decision possible and leave fear and emotion by the wayside. Then I could execute on that play that it is required, that fearless aggression that really separates the good players and the great ones. I try and do that. I fall short many times, but at least I have this system. I feel the system really helps me execute in real-time when the stakes are the highest.

[0:22:30.9] MB: That's super helpful, even that phrase of what should Alec do here? What should Matt do here? Pulling yourself out of that and imagining that you're giving advice to your friend who's playing is such a great tool that you could easily implement in many different tough and high-stakes situations.

[0:22:48.8] AT: I mean, I do this all the time, like even in trivial situations. For example, I manage my own data, but everybody does to some extent manage their own time schedule. Sometimes I'll have free time. Before this interview, I had 30 minutes. I said, “Okay, what should Alec do?” I try and pretend that I'm sitting on the couch looking at this person and thinking like, “Okay, what day has he had? Is he stressed? Does he need to finish something? Does he need to relax? Does he need to read? Does he need to eat?”

It's easier to understand what you should do. Or is Alec hungry, or is he thirsty, or he stressed? What emotions are you actually feeling at this time? Or all these sorts of situations that I face on a daily basis. Because emotion is tough and it often leads us to do things that we think we want in the moment, but that we don't actually want long-term.

For example, what you really want is to be in good shape and feel great and know that you're nourishing your body by exercising and eating healthy, but you don't want emotionally in the moment to have – you want to have sugar and simple carbs and you want to sit and watch Netflix. What you would want if you were thinking about it logically, or long-term is to make a healthier choice and to exercise.

If you let emotion get [inaudible 0:24:08.6] make those decisions a lot of times. Because I mean, a lot of days I get up and I emotionally don't want to exercise. If I think about what is the best decision for Alec to make, it should be to get his ass on the bike and do is 30 minutes of hit training.

I let that be my guide. Then afterwards, I'm always grateful, because you're always happy that you did the thing that you know was best and you reap the benefits of it. In the moments, emotions sometimes speak loudly. If you give in to them, that's when I feel you make mistakes in the macro and in the micro.

[0:24:40.3] MB: That's obviously a very powerful strategy for dealing with emotions in some of these really tough situations. Are there any other tools that you use when you are sitting across the table with hundreds of thousands of dollars on the line making these really difficult decisions?

[0:24:57.2] AT: Like to separate emotion out of the situation?

[0:24:59.5] MB: Yeah, dealing with the emotions in that situation.

[0:25:03.4] AT: Well, one thing that's really helped is just staying present and staying concentrated on the specific hand. Because emotions are only really – usually when you latch on to a thought about the way you want something to be, that it isn't currently right now. For example, you are frustrated that you lost that last hand, because you feel you got unlucky and you’re entitled to win that pot.

Then holding on to that – I mean, that's just a thought, right? That's something that comes. If you give it energy, it will stay in the consciousness of your mind and you'll be thinking about that, but then it's the latching on to the thought that exacerbates the emotion. It's not the thought itself. A lot of times, I don't even know if we can control the thoughts that appear, but we can control whether or not we give attention to them. I feel meditation has really helped in mindfulness, just staying present and observing the thoughts, or to come by, but then not necessarily giving attention to the ones that are going to create an emotional state, a charged emotional state.

For example, I feel all the same things. I'm human. Let's say I get all my money and I'm 90% to win, this happened in the World Series main event. I was all in with aces and someone else had ace, king. I'm 94% to win and I lose. It happens all the time. Obviously, I feel all the same pain that other people feel. I feel frustrated. I feel annoyed. Am I cursed with my luck? Why did that happen to me? Those are thoughts that come. I feel like what I try to do and again, I fall short often, but what I try to do is to come back to the present moment. Ask myself what I can focus on and then pay attention to a more empowering thought.

It's not focusing, or giving attention to the thoughts that could lead to me being in a perpetual negative emotional state. That's a big one. I think that happens and it serves me well in my life too, when something stressful happens to me, or doesn't necessarily happen to me. I want to say it that way. Just I'm encountering a moment of potential stress in my day for something goes wrong in the business, or who knows? A million different things. Having a system to let that go and to focus on a new thought, a new energy pattern is really – has really helped me. I feel like meditation I got to credit a lot from that, and that's been a practice I've been working on for four years.

[0:27:31.0] MB: You mentioned a couple times this notion of falling short, whether it's your mindfulness goals or using the right emotional management strategies in some of these tough situations. The lesson behind that is another key takeaway in performance at its highest levels. That's this notion that it's not about being perfect every single time and collapsing and giving up and beating yourself up when you don't do it perfectly. It's having these routines and strategies. Even if you adhere to them 30% of the time, or 50% of the time or whatever, you create a huge edge over a long enough time sample just by having that little difference and not getting so frustrated that you don't do it every single time.

[0:28:12.5] AT: Yeah, self-love, or whatever you want to call it. Self-forgiveness is something that's difficult. I think we all struggle with it. What I try to remind myself is Roger Federer hits balls in the net and I'm never going to live up to his level in poker, probably anything in terms of his prowess in sport. Of course, I'm going to make mistakes at the poker table. I feel like worst enemy in my own toughest critic. I feel we have to have that if we want to improve. You have to hold yourself to very, very high standards.

In fact, it's arguably the standards you hold yourself to that determine how far you'll get, right? You have to have those standards. At the same time, especially after losing days, I'm very critical about how I played. Even on winning days, I'm very critical about all the hands I play. I write them all down. I come back. I run them in the lab. I run them by my friends who give me brutally honest feedback. Then at the same time, I try and congratulate myself along the way for little milestones, even after a hand where I'm like, “Alec, I think it's okay.”

This is something I only started doing recently. Again, this is something I've struggled with is this self-love thing. I say and I'll allow myself to say to myself without feeling like I'm praising myself for no reason, but to allow myself to say something like, “Alec, you played that hand really well.” Give yourself a little bit of reward, or congratulations on the way, instead of just always beating yourself down when you make a mistake. I think that's fine. You also have to give yourself that praise and reward and accomplishment, the feeling of accomplishment that you're doing well along the way.

Even little things like after a workout now, I'll pat myself on the back figuratively, so to speak, or reinforce something positive in my thoughts mentally about myself that I'm proud, that I actually did this, as opposed to just only holding yourself to that expectation and then every day you don't have a workout, you feel guilty and you're like, “Oh, I'm useless. Or, I forgot.” Or every time you derail from your diet or whatever, you're a failure, you make a mistake. It's also about encouraging yourself the times that you do well.

I think, I'm not little above my paygrade, but I think the science on this is conclusive too, that people respond better to positive reinforcements than they do to negative ones. I've tried to implement that in my own life and my professional life and my personal life as well. It's gone a long way. It's something I wish I did sooner.

[0:30:30.4] MB: Yeah. The research uses a lot of times the term self-compassion for all of that encompassing perspective on self-forgiveness and not beating yourself up. We have some really good episodes that go deeper in that that we'll throw into the show notes for the listeners. I want to change directions a little bit and talk about the decision-making process that comes out of poker. It's okay to use some examples from poker situations, but there's so many powerful lessons that you can learn about making decisions in uncertain conditions, where there's a lot of risk, where there's a lot of things at stake from poker that apply to such broad areas of life.

I know personally, it's been an incredible learning tool for me. I want to hear your perspective on some of the decision-making strategies and lessons that you've taken from poker that you have applied more broadly.

[0:31:23.5] AT: Big question and a good one. One of the things I think poker teaches you to do is to evaluate things based on the merit of the play and not the outcome. You can make the right decision and still lose the hand. That's something that's often hard for people to grasp, because I think we're taught that the efficacy of our decisions relates directly to the outcome. You move your pieces well on a chessboard, you win the game. You answer correctly on a test, you score very high.

This is not necessarily true in all areas of life, because there's randomness, there's luck, there's variance. You can make a poor decision like drinking and driving and get home safe, or you can make a great decision, like leaving a party early because you have to get up early the next day to study, or to spend your time doing something that you value more. That would be a good decision. You could also get into an accident on the way home.

I feel the response that people generally have is like, “Oh, I shouldn’t have left that party early, I never would have gotten in that accident.” Well, you didn't make a wrong decision for leaving the party, you just got unlucky, so to speak, that you maybe got on an accident, assuming you weren't drinking and driving and it wasn't your fault. That's a variance. That's randomness. This happens a lot too with things like – I think poker teaches you to think about the expectation of your decisions as well.

For example, also evaluating decisions based on their merit. For example, you hear people say all the time something like, “Oh, we all know smoking is bad.” Let's say on average, if you have a sample size – depending on how often and when they start. Let's just say on average, it takes 10 years off your life, right? I don't know the exact number, but let's just say it's 10 years. The decision to smoke has the expected value, the expectation of negative 10 years of life. Therefore, it's a bad decision.

Then you'll hear people using an N1 sample saying something like, “Well, my grandma smoked and lived to 90.” That doesn't make smoking a good decision, right? There's always these outlier examples that maybe she would have lived to 105. I don't know, but maybe it just doesn't affect everyone the same way. The point remains that the decision still has an expectation. Because you can't know the future, you don't know what's going to happen. You have to evaluate decisions based on their expectation. You do this in poker all the time.

You're at the table. You don't know which cards are going to come. You just calculate the probabilities and say, “Okay. Well, I'm expected to hit my flush 30% of the time. Therefore, I'm going to play the hand this way.” You could hit it four times in a row, but that doesn't change the fact that on the fifth time, the odds are still the same.

I think about life very much in the same way, even when it's evaluating things like, whether or not to run an ad campaign. You think, okay, what is the cost? What is the sale price and what is the expectation that you're going to gain per ad that you promote and all these sorts of things. I feel it really has helped me think about the way I see the world and the way I really strategize about making life decisions as well.

[0:34:41.0] MB: You brought up so many good points there that I want to dig into. The notion, there's even a subtle mental model that you shared with the example of the grandma, which is perfect. I want to unpack this idea of making decisions, or the fallacy of making decisions with an N of 1 and using these illusory examples.

The other piece of that which is so interesting that you mentioned, which is that you don't see the other outcome with something like that, right? You see somebody who's grandma smoked and lived to 90, but that might be masking the fact that she could have lived longer if she hadn't smoked. There's all of these hidden probabilities and outcomes that you don't necessarily see when you're only evaluating these really small, or individual sample sizes.

[0:35:24.3] AT: Yeah, it's so true. That's a great point. Another one that I've thought about too is that outcomes aren't binary, right? I was talking about this the other day to someone, where it was like, well you evaluate a situation and the expectation is that it's either going to happen, or not going to happen. For example, you are deciding whether or not to go to school and get a traditional job. That is considered a safe route, right? That's like okay, that's safe. Whereas, investing or being an entrepreneur and opening a startup is risky.

I think where people go wrong is they don't properly attribute the probability of each one of these outcomes and they just look at it like binary. One is safe, therefore, my risk is zero. The other one is risky, therefore my risk is a 100. We know that's not true. There are plenty of people that go to school and that can't get good jobs, or there's risks involved. There's college debt and there's – maybe they get fired from the job, maybe the company goes under, right?

I'm not saying that you should not go to school, do a startup. I'm just saying it's important that we attribute the proper risks and percentage, so to speak to each option that we have. It's not like these things are binary. There's some inherent risk in every decision we make. Nothing is a 100 or zero. It's not guaranteed that you're going to fail. A startup obviously, but so – your chance of success in one route may be 10%, the other out maybe 50%, but it's not zero and a 100. I think thinking in terms of the probability of an outcome is the best way to attribute an accurate answer to it.

I think poker really teaches you to do this, right? It's not I went all-in. I'm a 100% to win, or 0% to win. You win based on your probability. You're going to win the hand, let's say 70% of the time. 30% of the time, you're still going to lose, so you need to be prepared mentally, or financially, or whatever it is for that outcome. Then also, being more aware of the probabilities of decisions lets you better plan for them. If you know that you're to succeed in a certain path that you're going or a campaign, or whatever it is, only 70% to succeed, you could properly evaluate whether or not you want to take that risk. 70 is not a 100 and there's a huge, huge difference there. I think poker really helps people see that.

[0:37:57.1] MB: That's a great perspective. I like to think of it in terms of black and white, right? Most things in life are not black and white. There's all these shades of gray. Even if you're looking at something as a yes or a no, even if you just add in a maybe that it might happen, you've increased the amount of options by 50%.

Even if you expand to a field of there's a one out of 10 scale, right? You've essentially 5X the amount of decision-making clarity that you have and evaluating the outcomes of that perspective. The deeper and more granular you get in evaluating probabilities, the more effective and the better your decision-making gets.

[0:38:35.2] AT: Totally. That's a great one.

[0:38:39.8] MB: The most epic and life-changing thing that we've ever done at the Science of Success is about to happen. We're launching a live, in-person intensive just for you. This will be an intimate two-day deep dive in-person with me, where we will go over all the biggest lessons and greatest life-changing insights that I've personally pulled from years of interviewing the world's top experts on the Science of Success, and show you exactly how to specifically apply them towards exponentially achieving the goals that you have for your own life and business.

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[0:40:18.4] MB: Well, the other thing that you mentioned earlier that I think is so important is that most people operate under the illusion that good decisions lead to good outcomes, but the real world is much messier than that. In business and life and investing, there's a huge amount of variance of noise, of sometimes opposite results that separate decision and outcome and it's really hard to get space and actually evaluate whether you made the right decision when you're letting the outcome cloud the evaluation of the decision process.

[0:40:53.8] AT: Yeah. I think people, typically radically in poker and I've noticed this in poker, which has made me reflect on this about life as well, but radically underestimate the role that luck plays. We like to think we're definitely responsible for all of our – everything that all of our successes and those sort of things. I think one thing that poker made me realize is just how lucky we are to even have that. That's something that I think most people just take for granted automatically. It's just like being dealt a winning hand is a prerequisite to succeeding in a lot of ways.

Some people beat the odds and aren't dealt as good of hands as other people. Arguably, they're all winning hands. The way I like to think about it is half the world was dealt a hand where they live on 250 a day or less, right? It’s just not something that anybody chose, that's just your starting two cards. That reality is very hard to rise up out of. Of course, there's some people that do it, but the odds are extremely stacked against you. If you are not part of that 50%, you're dealt a winning hand, you're born in the first-world and you do prosper to start a company and those sorts of things.

The luck preceded that, it gave you the at-bat. Of course, you have to make right decisions along the way and I think playing your hand well is ultimately going to manifest over time. I think we should be more grateful, and I include myself in this, but just be grateful for the incredible luck that has been bestowed on probably everyone listening. Just the fact that you're listening means you've already won.

Then I think people typically evaluate things in a short sample size. I think we typically are impatient, all of us to a large extent are impatient and we want to win in poker. We want to win during our next session. We lose one session, two sessions, three sessions in a row. We're like, “Uh, this sucks. I want to win now.” If you look, you zoom out and you look at things over a large enough sample, if you play your hands well and you make enough good decisions, the better players always win over time.

The thing is that people are evaluating their results in the short-term, in a short time window and in a short time period, anything could happen. Bad players can win. Good players can lose. Even events that happen in our lives can seem bad, if we label them that way when they happened in a short timeframe. Like you for example, get fired from a job. If you evaluate that in a timeframe of a week, you can place the label bad on that event that happened. If you zoom out and you don't know what's going to happen in the future, so it's very hard to label something as bad even if you do zoom out. If you look at your past, certain things that happen that you labeled as bad in the moment, like for example a breakup, probably ended up being good. It will be it painful and at the time, because it might have led you to find your current partner, or your wife and that you now have kids with or whatever, right?

I think we label things too often in the short-term, but ending out and looking at the big picture really helps create some space there and not make those events as painful to deal with. I think those are two other things that poker has made me reflect on really the role of luck and in life as well and that's really just made me a more grateful person.

Part of that was traveling to Southeast Asia when I lived in Macau, I was playing the biggest poker games in the world. We’re in Macau, and so I was living there playing. Traveling to Southeast Asia really made me realize firsthand about the former thing about being dealt a winning hand and just how many people worked. That's really helped me in poker when I feel down on my luck, I try and think about that. That no matter what happens to me at the poker table, I'm still running pretty good.

[0:44:37.2] MB: That's great perspective and a really powerful mental model that you can pull from poker and think about the world at large.

[0:44:47.0] AT: Yeah. I don't want to sound like some saint here. I have shitty days too. I have times when I'm frustrated, or stressed, or just complain about stupid things all the time. I try and again, at least have these systems that I can fall back on, or these theories that I know are true to help me in those tough times, because emotion like we talked about is a powerful force. I try.

[0:45:14.8] MB: Tell me a little bit about your strategy for prioritizing what's important in life.

[0:45:21.6] AT: Well, that's another big question. I have what I call a North Star. I've definitely didn't coined this term, but it's this guiding principle that I think are what is fundamentally important in my life. What are the things that I am going to use to base all my decisions on? What is the currency that I'm really trying to optimize for? For me, it's mainly about freedom, but also excitement and choices. When I think about whether or not I'm going to take on a new project, it could be easy without these defining principles to perhaps say yes for the wrong reasons. Most notably if it takes up an extreme amount of my time for a financial gain, I might be tempted to do it. If I look at what it's going to do in the construct of maybe locking me to a place for four years, I might think twice about it, because I realized that that won't fit into the lifestyle that I ultimately want to live and the things that I value.

I feel this helps in the macro with the big decisions that I make, but also in the micro. Even things like my spending priorities, for example. It's easy to I feel spend in areas that don't serve our highest needs. When I think about where I'm trying to channel a lot of my resources, it's mainly towards things that will give me more freedom. I know that if I am conservative and save, I can buy back my time and I can allocate more money towards things, like travel, which is fills a lot of the freedom element, but also the excitement element in my life.

I try and be cognizant of where things are going to better channel my resources, my time, money towards my highest priority items in life. That's some of the big-picture decision-making process that I go through.

[0:47:16.8] MB: In many ways, the lessons from poker, the decision-making strategies that we've been talking about have helped shape that perspective. It's so easy to get caught up in the minutiae of life and pulled in many different directions and reacting to everything that happens and all of the things that are going on, but it's so critical to come back to the center, to figure out what actually matters, what are your goals, what are your priorities, what's really important to you and not stray too far off that path, because most of us and I include myself in this, can easily get pulled in a million different directions.

If you don't figure out what really matters to you and walk a path towards it and put yourself back on that path every time you fall off, it's really, really easy to get off course.

[0:48:03.9] AT: Yeah. I've tried to like in poker, I always tell my clients and students, like before you make any bets, think about why you're making the bet and what you're trying to accomplish. I've really taken that to the bank when it comes to things that I'm trying to do in my life as well. Before I decide, like I'm writing a poker book for example. I’m in the process of doing it. I'll be done in [inaudible 0:48:27.7]. I really try to think about, like this is a big decision, right? It's going to lock a period of time and I'm going to have to put other projects on the side. I really try to think about how is this going to help me achieve my business goals, or my personal goals and where does this fit into the big picture plan.

I think without that process, it's easy to just let schedule, or time, or your attention be filled up with these almost arbitrary, miscellaneous things, right? It's almost whatever comes at you. You need a process for making these decisions. I think defining what people really want and what their North Star is an important process of it. Then it's about mapping really your actions and ambitions towards that, right? Making sure that the decisions you're making are getting you closer, not drawing you further away.

I see this quite often, where people aren't really matching these two things. For example, I had a lot of friends that say that their North Star is something like traveling often. Then they will do something that completely inhibits that, like spending a lot on a car, or on rent, or buying a dog, or all these things that seemingly make that aim a lot more difficult. They just do it getting caught up in peer pressure, or society, or emotion, or whatever it is. I feel just identifying what it is that's really important and then mapping all of those actions towards that big picture of is this going to help me get more of that, or less of that and is it worth that cost, or that sacrifice is a good starting point.

[0:50:06.9] MB: Great advice. For listeners who have been listening to this conversation, who want to concretely take action or implement something that we've talked about today, to be about prioritization, decision-making, emotions, whatever, what would be one piece of homework, or one action item that you would give them to start concretely taking action on something that we've discussed today?

[0:50:31.2] AT: Oh, man. I guess it just depends on what topic was the most exciting to them and where they found the most – what they’ve resonated the most with. I mean, it could be something as simple as taking up a meditation practice. It's something I would wish I could have told myself two decades ago. Or it could be something like just thinking about making logical decisions, instead of emotional ones, like asking yourself in the third-person what should Alec do in this moment. Should Alec eat this piece of cheesecake, or not? Maybe the answer is yes. It's not like you shouldn't ever do those things, but it's just understand, use that self-awareness to understand is this the right decision and why? Sometimes I do it. Why not?

Another thing could be getting clear about your personal goals. I find that the anchor of this whole thing is finance, right? Money is really a tool that gives you options. I think the best place to start is tracking your spending. One exercise that was extremely eye-opening that I did and I've done this in various countries that I’ve lived in different times of my life is just tracking every single dollar I spend. There's a great quote, I think it's by Peter Drucker, what gets measured gets managed. Actually, might not be by Peter Drucker. [Inaudible 0:51:47.0].

Anyway, that's definitely the quote. It might not be by the person. What gets measured, gets managed. It was really through tabulating every single dollar I spent and then categorizing that spending that I got clear on where every dollar was going. Just the process of doing it makes one more accountable and they'll find that they probably naturally spend less just by being accountable with their spending by writing it down and being forced to look at the spreadsheet at the end of the month, or whatever it is, whatever system you use. That really can help people channel their resources towards things that are more important to them. I think that's a great place to start.

I have worksheets that are free on AlecTorelli.com about how I do this and how I set goals and create an action plan and then map my spending and my daily steps and actions towards achieving those goals. That could be a resource for people that are looking to do that. Yeah, those are some good places to start.

[0:52:41.9] MB: I love that suggestion. Something so small and this idea of just starting with your budget, realigning your resources with what your actual goals are is a great concrete action step to beginning to align your life with what you want it to be.

[0:52:57.1] AT: Yeah. I find that it's going to be people almost in having clients, or people that have given me feedback and myself included when I've done this, there's almost always 20% or so of one's budget that's going towards things that aren't their highest priorities. They could usually cut that out and reallocate that and that could make a huge difference, if that whatever, $2,000 $3,000 a year is going towards, instead of a new iPhone, it's going towards a trip to Asia.

I mean, it could be as simple as that. Just don't upgrade you and your girlfriend's iPhone. Save $2,000 and wait an extra year and go to Asia. It could just be so simple. I mean, it could be more complicated. I mean, there's so many things that I feel are easy wins in the finance category. I would really implore everyone to try that out and there's going to be some eye-opening results there for people.

[0:53:43.3] MB: Alec, for listeners who want to find more of you, your work, your advice, etc., online, where can they do that?

[0:53:50.2] AT: I'm very active on social media, @AlecTorelli everywhere. I have a YouTube that has a lot of poker strategy and some lifestyle content as well. Conscious Poker YouTube, or Alec Torelli. Then AlecTorelli.com for my personal content.

If you want to learn poker strategy, Conscious Poker is my poker training site. You can go to ConsciousPoker.com and there's tons of resources to help people reach that next level in poker. That's a little bit of how to stay in touch. I probably Instagram, I'm pretty active on. Shoot me a DM, say hi and let me know you saw me on Matt's podcast. I'd love to say, hey, I'm very active on there.

[0:54:28.3] MB: Awesome. Well Alec, thank you so much for coming on the show, for sharing all this wisdom. I always enjoy digging into some high stakes poker.

[0:54:35.6] AT: Thanks, Matt. This was awesome. Appreciate you having me.

[0:54:37.8] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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November 21, 2019 /Lace Gilger
Decision Making, Money & Finance
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Why Aren’t You Asking? How To Get What You Want with Dr. Wayne Baker

November 14, 2019 by Lace Gilger in Influence & Communication, Decision Making

In this episode we unlock the POWER of ASKING. When you ask for what you need, miracles can happen, but so many of us are too afraid to really ask, or we feel like we don’t know how or what we should be asking for. How do you get better at ask? How can you tap the tremendous power and potential of the social capital within your network by using the power of asking? We answer these questions and much more with our guest Dr. Wayne Baker.

How to unlock the incredible power and potential of your network and the social capital

Dr. Wayne Baker is an American author and sociologist on the senior faculty of the University of Michigan Ross School of Business. He is best known for his research in economic sociology, and his survey research on values, where he documented Americans’ core values. He writes in both academic and popular media on this theme and is often invited to present his findings across the U.S.

  • What’s the difference between “paying it back” versus “paying it forward” - what’s the difference?

  • What is a kidney chain? And what can it teach us about the importance of “paying it forward?"

  • What is a reciprocity ring and how can it change the way you interact with your social network?

  • What is social capital?

  • The network that we are involved in and all of the resources that the network contains.

  • When you ask for what you need - miracles can happen

  • There is a wealth of opportunity at your fingertips - but you have to ASK for it!

  • What are the biggest reasons that people don’t ask for what they need? What stops you from asking for help on the most important things in your life?

  • Why is it so hard to ask for what we need?

  • How do we get better at asking?

  • What should you do if you aren’t clear about what you need? What should you do if you don’t know what to ask for?

    • Start with figuring out your goal. What’s your goal? What are you trying to achieve?

    • What resources do you need to achieve that goal? Money? Advice? Resources?

    • Then you have to figure out WHO to ask

    • Then you have to MAKE the ask

  • The “two step” method for asking for anything you want. You may not directly know someone, but you probably know someone who knows someone.

  • The “quick start method” for figuring out WHAT YOU NEED and ASKING FOR IT

    • I am currently working on ______ and I could use help to _______

    • One of my urgent tasks is to ______ and what I need is _________

    • My biggest hope is to _____ and I need to ______

  • Visioning - developing a detailed, vivid, description of a positive future. Then you start to identify the goals that are in that vision, that back that into request.

  • What is a SMART request?

    • Specific request. The more specific the better.

    • Meaningful and important. Why is it important to you? Don’t leave this out.

    • Actionable, action oriented. Ask for something to be done. A GOAL is not a request, a request is something that helps you move towards your goal (destination).

    • Realistic, but don’t hold back, aim big - stretch and make the biggest request you can think of, but it has to be realistically achievable

    • Time bound - when do you need it by?

  • People don’t know WHY you’re asking for something unless you EXPLAIN.

  • Research is very clear - the more specific your request, the more likely people are to help.

  • If you make a smart, well formulated request people are more likely to think you’re smart and competent.

  • People are more willing to help than you think they are.

  • Action item: Make a small request in a safe place.

  • Action item: Use the reciprocity ring or other tools to create structured ways to interact and ask.

  • How to integrate the “Stand Up” into your routines and meetings to structure asking into the natural rhythms of your work and life.

  • People are willing to help, they are willing to give, but you have to ASK - because people can’t read your mind

  • Life is about connection and asking is what jump starts the power of your connections.

  • Be a giver-request - be very generous and freely help other people even if they’ve never helped you, or can never help you in the future.

  • Freely give help and freely ask for what you need - this the most powerful mode of being.

  • Don’t be a lone wolf. Doing it all by yourself is a recipe for failure.

  • Overly generous giving, without ever ASKING for what you need - leads to burnout.

  • Homework: Apply the elements from the quick start method questions above to figure out what you need help with.

  • Homework: Assess where you are on the spectrum of giving and asking.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Wayne’s Website

  • Wayne’s Wiki Page

  • Wayne’s LinkedIn

Media

  • Stanford Business - “Francis Flynn: If You Want Something, Ask For It” by Marguerite Rigoglioso

  • [UofM Faculty Profile] Wayne Baker

  • [Journal Article] “Emotional Energy, Relational Energy, and Organizational Energy: Toward a Multilevel Model” by Wayne E. Baker

  • [Journal Article] “Energize Others to Drive the Innovation Process” by Dr. Wayne Baker

  • Harvard Business Review - “The More You Energize Your Coworkers, the Better Everyone Performs” by Dr. Wayne Baker

  • HuffPost Article Directory

  • Read The Spirit - “Dr. Wayne Baker invites you and your friends to ‘Pay it forward!’” By David Crumm

  • Google Scholar - Article Citations

  • [Press Release] Givitas Launches to Help Companies Build “Giving Cultures,” Increasing Employee Engagement and Efficiency

  • Give and Take - “How to Ask for Help at Work” by Dr. Wayne Baker

    • “5 Ways to Help Your Staff . . . Ask for Help” by Dr. Wayne Baker

  • [Forbes] “How Asking For Favors Can Build Your Relationships” by Michael Simmons

  • [Podcast] Making Positive Psychology Work - Does Your Organization Need An Energy Boost? Podcast with Prof. Wayne Baker

Videos

  • Wayne’s YouTube Channel

  • Making A Thoughtful Request | All You Have to Do Is Ask | A Book By Wayne Baker

  • The Dilemma of Generosity In the Workplace | All You Have to Do Is Ask | A Book By Wayne Baker

  • TEDx Talks - The Paying it Forward Paradox | Wayne Baker | TEDxUofM

  • The Lavin Agency Speakers Bureau - The Power of Paying It Forward | Wayne Baker

  • The Lavin Agency Speakers Bureau - Building a Culture of Reciprocity | Wayne Baker

  • Leaders Connect - 2016/05/20-LeadersConnect-Dr Wayne Baker - Give & Get App

  • Leaders Connect - 2014/09/26 CEOConnect - Wayne Baker - United America

Books

  • All You Have to Do Is Ask: How to Master the Most Important Skill for Success by Wayne Baker

  • Achieving Success Through Social Capital: Tapping Hidden Resources in Your Personal and Business Networks by Wayne E. Baker

  • Networking Smart: How To Build Relationships for Personal and Organizational Success

  • by Wayne Baker

  • America's Crisis of Values: Reality and Perception by Wayne E. Baker

  • “United America” by Wayne Baker and Brian D. McLaren

  • Citizenship and Crisis: Arab Detroit After 9/11 by Wayne Baker, Sally Howell, Amaney Jamal, Ann Chih Lin, Andrew Shryock, Ron Stockton and, Mark Tessler

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet with more than four million downloads and listeners in over a hundred countries.

In this episode, we unlock the power of asking. When you ask for what you need, miracles can happen, but so many of us are too afraid to really ask, or feel like we don’t know how or what we should be asking for. How do you get better at asking? How can you tap the tremendous power and potential of the social capital within your own network by using the power of asking? We answer these questions and share some incredible strategies with our guest, Dr. Wayne Baker.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life.

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In our previous interview, we showed you how to grow a business with no capital, no product and no service. We discovered how to train yourself to spot outrageous business opportunities surrounding you in everyday life and we gave you the strategies for building trust with your ideal clients and business partners. We asked what does it take to become great in your career, job, business and life. We looked exactly at how you can achieve greatness in those key areas. We discussed all of that and much more with our previous guest, Jay Abraham. If you want to start or grow a business but you don't have the money, capital or resources you need, listen to that interview.

Now, for our interview with Wayne.

[0:02:21.0] MB: Today, we have another exciting guest on the show, Wayne Baker. Wayne is an American author and sociologist on the senior faculty of the University of Michigan Ross School of Business. He's best known for his research in economic sociology and his survey research on values, where he documented America's core values. He writes in both academic and popular media on this theme, is often involved to present his findings across the US in various different media outlets. Wayne, welcome to the Science of Success.

[0:02:47.5] WB: Thank you, Matt. Glad to be here.

[0:02:48.9] MB: Well, we're really excited to have you on the show today. There's so many interesting and important lessons from your work and your research that I want to dig into. I'd love to start out with a simple concept, which is the idea of paying it forward.

[0:03:04.3] WB: Paying it forward is one of the most powerful human principles. We can start with the idea of just paying it back. You help me and I help you in return, we call that direct reciprocity and that's important. You would want that to happen. Paying it forward is a little bit different, which is that you help me and I'm grateful and I pay it forward and help a third person. That turns out to be the most powerful form of reciprocity in a group, or an organization, or even in a community.

[0:03:32.8] MB: That's fascinating. The distinction between repaying a favor and helping someone who previously helped you, versus helping a stranger and passing it on is really fascinating. You hear about that in the sense of karma, or being a good person, or doing it because of the right thing, etc. There's actually some really fascinating research that comes out of that as well and some really interesting conclusions.

I know one of the things that you talk about that I'd never heard of that I thought was quite interesting was the idea of a kidney chain. Can you talk about that and maybe some of the other lessons from the research you've done around paying it forward as well?

[0:04:06.8] WB: Yeah. Kidney chain is a perfect example of paying it forward. There are many examples of this. Sometimes these chains are quite long. You have two kidneys and you could live a healthy life with only one. What did these change was started by a guy named Matt Jones. He lives here in Michigan. He decided that he wanted to change someone's life. He went through a process by which he volunteered to donate one of his kidneys to a complete stranger. The person who got it was near death, was on the verge of total kidney failure. Receiving that kidney saved that person's life.

Well, it turns out that person was married and the husband who would have donated his own kidney, but they weren't compatible, bond types, that sort of thing. Was so grateful that he said, “You know, I want to do the same thing and I'm going to pay forward one of my kidneys to another stranger.” You can imagine, this goes on and on and on and these chains are really quite long at this point. It's people feeling enormously grateful. The lives of their loved ones were saved and that motivates them to pay for it, one of their kidneys to someone else. It's really quite amazing and a testament to I think the goodness in humankind.

[0:05:22.9] MB: It's such a unique story. These kidney chains can get sometimes dozens of people long, right?

[0:05:29.8] WB: Oh, yeah. They really can. There are some hospitals that will help to facilitate the whole process. There are kidney registries, where people may get involved in it. It is interesting though, if you want to volunteer one of your kidneys, you would have to go through not only a physical examination that you're healthy enough to do it, but a psychological examination to try to uncover your motives, why did you want to do this. I find this really interesting. I suppose it's important to do that.

It’s interesting. We say, well, what's a person's motive for wanting to pay it forward? In the case of the chain that started here in Michigan, it was a person who said, “I really want to make a significant difference in someone's life,” and decided that was the way he was going to do it.

[0:06:14.1] MB: That was my next question. What drives people to help others, as opposed to hanging it back? The kidney chain is obviously one example of this. What happens in the world and to other people when we start to shift our approach towards paying it forward?

[0:06:33.8] WB: There's two explanations for paying it forward, what the motivations would be for doing that. One I mentioned, which is that you help me and I feel grateful for that help and I pay it forward and I help a third person. If you talk to economists, they'll say there's a more self-interested reason for helping, which is that I'm willing to help someone who has not helped me, because I want to look good. It's all about impression management. It's all about my reputation. I'm going to appear generous, so therefore, other people will be more likely to help me in the future.

Now that's fine and I have no problem with that. The interesting thing is that the research on these two different motivations, being I'm going to help someone who hasn't helped me to build my reputation that will make me appear as a generous person, I'll be helped in the future. Versus the idea of paying it forward out of gratitude. Those research has been done in two different streams. I did a study with Nat Buckley, where we put together both of those and ran what we call a horse race. We said, “Okay, we're going to collect a whole bunch of data and we're going to analyze statistically those two reasons, those two motivations and we control it for a host of other factors through all these statistical models.”

We're going to run this horse race. We're going to see which worse crosses the line first. I'll cut right to the finish line. It turns out that both horses cross the finish line, but the one that wins the race is the gratitude story, the idea that we pay it forward. We help people who haven't helped us, because we're so grateful for all the help that we have received from other people.

[0:08:01.4] MB: That's fascinating. The work that you've done around paying it forward and this may be, I don't know if I'm characterizing exactly correctly, but either led to or was a part of the creation, or discovery of what you call a reciprocity ring. Tell me a little bit about that and what are those and how do they work?

[0:08:24.6] WB: Yeah, reciprocity ring is a group level activity based on this whole principle of paying it forward. It was an activity that my wife, Cheryl, and I created about 20 years ago. We had an interesting conversation one evening. I'll never forget it. She said, “Okay, you teach your MBA students how to analyze their social networks.” I said, “Yup, that's what I do. That's what I know how to do.” She says, “Well, what do you do when they ask you how do I put this into practice and how do I build my network appropriately and how do I use my network?” I said, “Well, I have some stories and some antidotes and essentially, I hope the bell is going to ring and class would be over, because I don't have a whole lot.”

That centered a whole conversation about the idea of social capital. I think about human capital as our strengths, education, skills, the things that usually appear on your resume. Social capital is the network that we’re involved in and all the resources that it contains. I said, social capital is a combination of the networks that we have, but also this principle of generalized reciprocity, which is the fancy academic term for paying it forward.

We had a discussion about that and one thing led to another and we created a prototype of the reciprocity ring. After some trial and error, really settled on a formula or a recipe that really works quite well. I could describe it very briefly and will sound very simple, but there's a very structured way it has to be done. In fact, we train people to run a reciprocity domain, because they have to follow a certain recipe. Essentially, everyone gets an opportunity to make a request. We have criteria for what's a well-formulated request and that's something we might talk about later on in the show.

Everybody gets to make a request, but they spend most of the time helping other people meet their requests. Either they've got the answer, or the resource and they could share it, or they get tap their outside network and they could make a referral, or a connection. Those are the two ways that people can help. When people do this in a group, people discover that they get help from a lot of people, but it's not the people that they helped. It's more of this indirect generalized reciprocity, or paying it forward.

Now we do this in groups of about 24. I think over a 150,000 people around the world have used the reciprocity ring. It’s used in most of the major business schools, a lot of different companies. It was used recently at the Harvard Business School, where they had 900 MBAs engaged in this. We had about 40 different rings running at the same time. My favorite one and I think that's the most moving example of a request that was fulfilled was about a little girl who lived in Romania. Her name is Christina.

Christina suffered from a condition called craniosynostosis. The human skull is made up of different bones and they're joined by sutures, these fibrous tissues. This design allows the skull to expand as the brain and the head grow. Well every now and then, one of those joints or sutures will fuse prematurely and then the brain can't grow. The outcomes are awful. You can have a misshapen head, learning difficulties, blindness, seizures, even death.

Well, the chances of finding a surgeon who could correct this on Romania were pretty slim. This little girl's fate was up for grabs. Well, it turned out that her aunt Felicia lives in France and she works at the business school INSEAD. They used a reciprocity to ring every year for all their incoming MBA students. Part of being trained to run a ring, that's what Felicia was going to do, she was on the staff, she had to make a personal request. The trainer said, “Make sure it's meaningful. Something really important.”

She thought of her little niece back at Romania. Made a request for her, saying describe the whole situation and said, “I need help. She needs help.” Turns out that someone else who was in the reciprocity ring that day, who was also being trained, he was adjunct faculty, worked at a pediatric hospital and said, “I know surgeons who can do that operation. I'll introduce you.”

One thing led to another. Christina and her family flew for Romania to France. She had the surgery. It was a complete success and she's now living a happy and normal life. It's amazing. I have a picture of her that I keep on my desk to remind me of the power of asking for what you really need. When you do, miracles can happen, just like that story with Christina.

[0:12:47.7] MB: Wow. That's a really moving story and a great demonstration of the power of reciprocity rings. It really demonstrates a point you made earlier that everybody's network –every single person's network has a tremendous amount of untapped potential, or as you called it social capital that we're just not fully maximizing.

[0:13:12.4] WB: Oh, absolutely. What I've learned over the years is that there is a wealth of resources out there just beyond your fingertips. The only way you can get to it is by asking. That turns out to be the crux of the problem, is that most people are very reluctant to ask for what they need. There's a lot of reasons for it. There's eight reasons, in fact, of why it's hard to ask. Some of those are just incorrect beliefs. I can give you a couple of examples.

Sometimes, we don't ask because we're afraid we're going to look foolish, or incompetent, or that we can't do our jobs. You don't want to ask a trivial request, because then that's not going to raise your perceptions of your confidence. What the research shows and this was done by a team of researchers from Harvard and Wharton, they found that as long as you make a thoughtful, intelligent request, people will think you are more competent, not less. People fear that asking is going to make them appear to be incompetent.

As long as it's a good request, it’s a thoughtful request people will say, “Hey, you're confident. You know your limits.” You don't keep banging your head against the wall, working on a problem where it could be solved much more effectively and easily by reaching out to your network and getting some help from other people.

Another barrier is that we often underestimate other people's willingness and ability to help by a really big factor. One of my favorite studies was done by Frank Flynn and his team when they were at the Columbia University. They decided to test this with a field experiment, which is they were going to send people who are participating in the study out into New York City to do this. They had to go to a stranger and ask to borrow their cellphone. That's all they could say. They said, “Could I borrow your cellphone to make a call?” They couldn't explain, or beg, or plead, or come up with a sob story. That's all they could do.

It was really interesting, Matt. A number of the people who signed up for this experiment and you get paid for doing it, for participating. When they discovered what it was about, they quit and they said, “There's no way I'm going to go do that. I'm not going to walk in through a stranger in New York and ask to borrow a cellphone.” Some people did participate in the study. Before they went out, the researchers asked them, “Well, how many people do you think you're going to have to ask before you get a phone?” They were saying, “Five, six, seven, 10, infinite number of people, I'll never get one.” Well, it turns out that you only have to ask one or two strangers now.

If the first person doesn't let you use their phone, the second person probably will. There's a lot of other studies that support that that we often don’t ask because we think no one can help us. In fact, people have lots of resources. They have great networks and people are very willing to help, but they could only help you if you ask.

[0:15:56.5] MB: A really powerful lesson. I want to dig into a lot of the things around more about why we don't ask and also how we can start to really put together well-formulated requests and ask. Before we begin to that, I want to circle back and just hear one or two other stories to really impact this and show people the power that the untapped potential that lays within their networks. Tell me one or two other outrageous examples of things that have been fulfilled from using something like a reciprocity ring exercise.

[0:16:28.8] WB: Well, I recall one time that I was running the reciprocity ring for General Motors here in Michigan. It was a diverse group of people. There was a senior engineer who made a request for help for expertise to solve this complex engineering problem. It had something to do with aluminum extrusion. I have to confess, I had no idea what he was talking about, but other people did. This request was for an expert to help him solve that problem.

The help came from the most unlikely source, which was a 22-year-old admin who had just been hired by the company. You might wonder, I mean, how could that person actually help? Well, it turned out that her father was the world's expert in that particular technology. He had recently retired. His wife was encouraging him to spend more time outside of the home. There was plenty of opportunity there. What she did, she introduced that senior engineer with her father. They got together and they solved this complex technological problem.

You never would guess that it would be a 22-year-old admin that would be that link or the connection. Again, people know lots of things and they know lots of people and you never know until you ask. I could give you another example. I remember a completely a different industry, this is in big pharma. They're trying to discover blockbuster drugs and they work in these big drug development teams.

I was running an event for a group of these scientists, they’re MD, PhD scientists. One person said, “I’m about to pay an outside vendor $50,000 to synthesize a strain of the PCS alkaloid.” Again, I didn't know what he was talking about, but I looked that one up. It turns out that alkaloids come from plants and could be used to make drugs. Well, another person was participating said, “Huh, I had no idea that you had that need.” Why? Because people don't ask. They said, “Now that I know, I could Slack you in – I have Slack capacity in my lab. I can slot you in next week and do it for free. It won't cost you $50,000. It won’t cost our employer $50,000.” They saved all that money and they made a very helpful connection inside of this group. There are lots and lots of stories like that, of the most unlikely things become possible when people ask for what they really need.

[0:18:48.6] MB: Let’s circle back to asking. You touched on a few of the things that prevent people from asking. What have you seen and what does the research shown to be the biggest barriers that people face when – what is causing people for example, to drop out of a study because they're so terrified to ask for something as simple as borrowing somebody's phone, what are the things that motivate people not to ask for what they really need?

[0:19:14.5] WB: A lot of times it's fear of rejection, fear that people are going to say no. Once you realize that most people would say yes if you ask, that can be very liberating. One thing is correcting our beliefs about people's willingness and ability to help. That would be an important thing to do. Another is to realize that you need to learn how to make a thoughtful request. Sometimes people don't know what to ask, or how to ask.

There's been many times when I've run events over the years where people have said to me, they take me aside and they said, “You know, I've always wanted to be in a group of people who are really helpful and generous and well-connected and be able to ask for anything that I want and I can't think of a thing.” This happens all the time. I realized that a lot of times what stands in the way, we don't ask because we're not clear about what we need.

There's a process by which you can do this. At first, you need to figure out why you're asking, what's the goal, what are you trying to achieve? There's different methods for doing that. Once you have a sense of what your goal is, what you're trying to achieve, then you think, okay, with that goal in mind, what resources do I need? What resources would be helpful? Do I need information, advice? Do I need an opportunity? Do I need a introduction, a connection? Do I need someone to sit down or brainstorm with me? Do I need a second opinion on a project, whatever it might be?

You've got the goal. You're trying to solve some problem. You have a request for a resource that you need and then you have to figure out who to ask. Sometimes, we stop ourselves by only asking our close friends, or our inner circle. Now they'll help you if they can, but it's sometimes a lot more powerful to reach out outside of that inner circle. For example, there's a method that I call the 2-step method. It could be that I don't know who to ask, but I know someone who probably does know someone who has the answer. I can ask that person to pay that request forward and connect me with that person. That's a way of reaching experts for an example.

Then finally, you have to make the ask. Let's figure out the goal, that's the destination. Figure out the request, what is it that you need? Figuring out who to ask and then going ahead to make the ask. People go through that process. It gets a little bit easier. I mentioned that there are different methods for figuring out goals or requests. There's one that I call the QuickStart method and I can share a couple of parts of that with you.

It's a bunch of sentence completions. For example, I am currently working on X and I could use help to Y. If you think about that, what am I currently working on? Writing that down and then saying, “Okay, what can I use help for?” Another one would be, one of my urgent tasks is to X and what I need is Y. That would be another example.

There's a friend of mine who is making a transition and becoming an independent consultant. His name is Chris. He said, “One of my urgent tasks is to figure out if should I incorporate, should I be an LLC, should I be a sole proprietorship?” He figures, that's one of my urgent tasks. I got to form the company. What I need is I need to talk to a tax attorney. I need to talk to a lawyer who can help me figure out different corporate forms and so forth. It was going through that process really helped them to think about what is it that I'm trying to achieve and then what do I need to achieve that and then who can I ask?

A third one might be my biggest hope is to X and I need to Y, whatever that might be. I like that one, because we often don't stop and think about what are our greatest hopes and aspirations in life? What are the things that would be helpful in reaching those? Another method is to use what we call visioning. Visioning is developing a detailed, vivid picture of a positive future. When people do this, it's usually a couple of pages long. It takes a while to do. If you have that detailed vision, inspiring image of the future you're trying to create for yourself, then you can identify a bunch of goals that are in that vision, back that out to different requests that you could ask and then figure out who to ask and so forth.

[0:23:31.1] MB: Those are some amazing exercises. I love how practical and specific they are, very easy to start implementing even immediately. One of the interesting meta lessons that comes out of this is this importance of figuring out what you're really trying to achieve, figuring out what matters to you and as some people call it, beginning with the end in mind. If you know what you want to achieve and you have clarity around that, then it becomes much clearer around what resources and people and things you need to start asking for and tapping your network for to achieve that goal.

[0:24:07.5] WB: Absolutely. You need to start with the destination. Where are you trying to go? What are you trying to achieve? I mentioned the QuickStart method and visioning as another way of doing it a little bit more involved. Once we have that in mind and you're thinking about the resources, there are also criteria for making what we call a smart request. Now I use smart in a different way than it is typically used, so we'll spend a moment or two talking about that.

The S is for specific. You want to make a very specific request. The most general request I ever heard was made by an executive from the Netherlands who said, “My request is for information.” That was it. I said, “Wow, can you elaborate?” He said, “No, I can't. It’s confidential.” Well, he didn't get any help, because no one can help with a request like that. He did turn out to be pretty generous. He helped other people, but he didn't get any help for whatever his request was going to be.

S is for specific. The M is for a meaningful. Sometimes in traditional smart criteria, the M means measurable and measurable is nice. I mean, meaningful and important to explain why it's important, why are you making the request. I found that people often leave that out. They figure that if I make it a request, people will assume that it's important, otherwise I wouldn't be making it. People don't know why you're asking, unless you explain. That's very, very important. The why really motivates people to help you.

The A is for action, or action-oriented. You want to ask for something to be done. A goal is not a request. A goal is a destination. A request is something that helps you move towards that destination, so you want to ask for something to be done. Then the R is for real or realistic. It can be a small request, as long as it's real that is meaningful and important. You want it to be realistic, but I wouldn't want people to hold back because of that.

I think about the story I said about Christina who had craniosynostosis and needed a surgeon who could correct this – into this condition. You want to stretch, you want to make big requests, but they do have to be realistic. If your request is to colonize the moon tomorrow, that's not going to happen. You want to make sure that it is realistic. That balance is the inspirational or inspiring part.

Then the T is for time, time-bound. When do you need it by? What we have found is that if you hit all five criteria, all smart criteria, people are a lot more likely to respond. I've also discovered that this works with your boss, it works with peers, it works with friends. I have a teenage son and I discovered that it works with him as well. I don't use the method with him that my father used with me, which was, “You'll do this because I told you so,” which gets compliance, but not engagement. Engagement is that you're doing it willingly.

I try to use a to explain why I'm asking him to do something. Most of the time, he's then willing to do it, because he understands why it's important, why he needs to do it and why it would be a good thing.

[0:27:05.1] MB: Love those criteria. It's really important to underscore this notion that the more specific your request is, the more specific the ask is, the higher probability you have of achieving it. If you have a broad nebulous general goal, it's not going to be as effective when you make an ask for one of the resources or things that you need to move towards that destination.

[0:27:27.0] WB: Yeah. People often think the opposite. If you make a general request that people are more likely to help, but the research and experience shows that that's simply not true. I can give you another example, a personal one. This goes back a number of years, but our 10th wedding anniversary was coming up and I asked my wife what would you like to do. That's a big one. Well, at that time we were big fans of Emeril Live, which is one of the Food Network's celebrity chef shows in New York City and she said, “I'd love to be on that show for our anniversary.”

We tried to get tickets to be on that show and it's more likely to get hit by lightning and win the lottery on the same day than to get on that show. I said, “Well, I don't know. I'll see what I can do.” I had an opportunity. I was running a program for orientation for our incoming business school students, so there's 500 people. Faculty were being piped in on these big jumbo Trons to lead different sessions on different topics. I was doing a variation of this idea of asking and giving. I decided to make a request, which was related to my wife's wish to be on Emeril Live in New York City.

I explained. I used the smart criteria. I mean, the M there is really important. Now a lot of the students were not married, but they remember their parents’ significant anniversaries and how important they were. Some of them were married and they knew the importance personally of anniversaries and the celebrations. Well to my amazement, three or four people came forward. Somebody knew someone who was dating Emeril's daughter, so that's totally true, but it didn't work because they broke up.

The connection that did work was to Emeril’s segment producer on Good Morning America. At that time, he would occasionally do a Friday morning show on Good Morning America. This MBA student and his wife were really good friends with the segment producer and he said, “Look, I'll put you in touch with that person.” It was all done by e-mail and they were going to New York to at least meet Emeril on that particular show. We did. He was really, a really very nice, very friendly guy. Later on, we got tickets to go over to the Food Network. Now that was a total surprise. We thought just meeting him would be enough.

We go across town, we go to where they film the Food Network, turns out that he gave his VIP passes. We’re right up front. To make this even better, it turned out that they were filming the show for the upcoming Valentine's Day. Now this is for our anniversary. I had no idea we were going to be on the show. Of course, I had no idea what the show was going to be about and it turned out to be about Valentine's Day and could not be more appropriate for celebrating our anniversary. It was really, really a highlight. Again, it underscores that idea of asking for what you really need.

I remember afterwards where everyone's leaving and people came up they said, “How did they find you?” I said, “We found them by asking.” Again, it underscores that idea and the importance of asking for what you really need.

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[0:31:44.6] MB: You've shared some amazing tactics for the mechanics of how to formulate better asks, how to figure out what you want to ask for. I'm curious about the psychological barriers. How have you helped people, or what have you uncovered in your work or research around overcoming the fear of rejection, the fear of imposing on others or seeming selfish? How do you help people get past those psychological things that even if we know how to make great request, may stop us from actually making it?

[0:32:14.8] WB: There's two things, education and action. Part of what I try to do is to go through all the reasons why people are reluctant to ask and then to show what we know from research. When you realize if you make a smart, well-formulated request, a thoughtful request, people are more likely to think you're competent, not less competent. I mean, that's liberating for people. When you learn that most people are willing to help if you ask, that's liberating as well, but that's only half of it.

The other half is action. You actually have to do it. There I recommend two things; one, make a small request in a safe place. That could be at home, or it could be with your friends, or it could be at a community organization. Maybe it's at work, maybe it's not. I’d say start with something small and make sure it's a safe place.

The other thing you can do in terms of action is to use some of the tools, like the reciprocity ring. There's many others in which asking is the ticket of a mission. It's easier to ask if you know that everyone has to make a request, everyone's in the same psychological boat, so to speak. I'll give you another example, another really good practice is called the stand-up. The stand-up is widely used at IT and software development firms and I think it has enormous potential for any group.

In a stand-up, you'll have the people in a group or in a team would literally stand up say at 10:00 every morning, stand in a circle and they quickly go around and each person has to say three things. Here's what I worked on yesterday, here's what I'm working on today and this is the help that I need. The help is followed up with later on. Now it doesn't take very long to do that, but it's a requirement. Those are the three things you're supposed to ask about. Knowing that makes it a lot safer and knowing that everyone's going to make a request makes it a lot safer, get everyone in the same boat.

We use that for example at our Center for Positive Organizations. We're not an IT firm. What we do at our center is apply positive psychology to build thriving workplaces, thriving organizations. We try to practice what we preach. Every morning, the staff will have their daily stand-up. They'll stand in a circle and they'll answer those three questions; what I worked on yesterday, what I'm working on today and the help that I need.

[0:34:30.3] MB: That's a great strategy. It's important, that lesson also underscores this idea that it's important to integrate these lessons and the framework of creating structured opportunities for asking into your work and into your life. If you do that, you can start to uncover not only ways that you can find help for yourself, but also ways that you can start to help others across your network.

[0:34:57.3] WB: Yeah. You don't have to be the team leader, or the CEO to start doing this. You could propose these methods. If you're in a group or a team you could say, “Hey, I learned about this idea of a stand-up, or the reciprocity ring and there's a dozen others.” Say, “Let's give it a try.” When then people do, I always encourage them to give it a try for at least 30 to 45 days and to expect some reluctance in the beginning. You know what, people start, they'll start small and they’ll make safe requests, as long as everyone gets to make one. Over time, they start to see the power of this. What I've seen is that people start making bigger and bigger requests. Then that's where things really begin to pay off.

You've got to make that commitment for 30 or 45 days, because at the beginning, people will be a little bit reluctant. You don't want people to stop before they really had a chance to experience the power of doing this. We could also do this in our daily lives. Whenever we meet someone and interact with someone, say hello to someone, every one of those encounters is an opportunity to listen to that person and to think about how you can help that person. You can start the chain that way. Or to think about what is it that you really need and be willing to ask for. Again, try something safe. Try something small and you'll see through action and experience over time how valuable it really is.

[0:36:16.9] MB: What are some of the different styles or ways of asking and do people fall into different camps and categories?

[0:36:25.0] WB: I think sometimes, people they jump to asking too quickly without thinking it through. They're not really clear about the goal they're trying to achieve and they haven't taken the five smart criteria into account. You really want to be thoughtful. You don't want to jump in too quickly. That said, it can be done very casually. It doesn't have to be a formal presentation, or something that's stilted. It can be in a very casual conversation, but to explain why you're making a request, what you need, when you need it by and to give people the opportunity to do the same with you.

Again, you could start that paying it forward at any place. You can start by helping someone, you can ask them what they need. That's another way to start. Say, “Hey, I see you're working on that, whatever that project is. I read something I think might be useful to you. Here's a link to it.” Or, “That gave me an idea. Do you want to sit down? We could talk about that.” You can volunteer to help. That starts a chain, as well as asking for what you need.

[0:37:25.3] MB: Another really important lesson that comes out of all this and coming back to what you just talked about, this notion of paying it forward is that the request is the catalyst that sets off these chains of generosity. You can create a huge amount of really immeasurable, positive impact across your personal, work, social networks by requesting things from people, because that gives them an opportunity to be generous.

[0:37:56.4] WB: Absolutely. What we found is that people are willing to help. They're willing to give. They're willing to be generous, but they can't read your mind. They don't know what you need until you make a request. I think of giving and receiving as a cycle, that there's no giving without receiving, there's no receiving without giving and the catalyst, or the driver is always to ask, always to request. That starts the whole process, the whole cycle turning.

[0:38:23.8] MB: The lessons that you share here are so important. The idea that if we're just willing to ask, that our networks, our friends, our social infrastructure has so much untapped potential is something that could be in many cases and both the research and the examples you've shared transformative to your life, if you're just willing to put yourself out there and ask for help.

[0:38:52.6] WB: It is really true. The research shows that the experience we've had over many years now shows that to be true as well. People are surprised when they engage in some of these activities and exercises to really learn how powerful it is. We're brought up sometimes to really focus on individual achievement and accomplishment. When you think about the test that you took in school, or you had to take the ACT or the SAT. Those are things you all did, you did that by yourself. You fill out your college application by yourself, everything about you that's going to get you into the school that you want to go to, or the job that you're applying to.

In reality, life is about connection and collaboration. It's really about the network. Everyone needs input, everyone needs an inflow of resources of ideas, opportunities, a brainstorming, someone to listen to, even emotional support. We need those resources, we need to in-flow of those resources to really be productive. I say that people should be what I call a giver-requester.

A giver is someone who is very generous, who freely helps other people even if they've never helped them, or will probably never help them in the future. They’re just generous and they help other people. They make requests for what they need, so freely help and freely ask for what you need. Now we found that in our studies, only about 10% of people are in that category of being giver-requesters.

There's a much more common category, which is the overly generous giver. The overly generous giver is someone who freely gives, but doesn't ask for what they need. Now they're very well-regarded, they're held in high esteem, because they're so generous, but their performance suffers and their productivity declines, because they're not getting the inflow of all the resources that they need to be productive.

Now another type is called the selfish taker. Now there actually isn't a lot of these people. There's some. The selfish taker is someone who doesn't help, who is not generous, who asks for what they need. What we found there is that their productivity and performance declines over time as well, because people stopped helping them, because you've got to give back, you've got to pay it back and you've got to pay it forward. Over time, people will see that that person's not so generous, and so they'll stop helping that person.

Then the fourth is probably the saddest one of all, it's the lone wolf, or the isolated person, the person who tries to do it all by themselves, who never asks for what they need and doesn't help other people. I call that a sad state of affairs, because you're really disconnected from the community, you're disconnected from the network. The best place to be is to be a giver-requester, someone who generously helps other people and freely asks for what you need.

[0:41:43.8] MB: That's a great place to be. In many ways, in my opinion at least, helps us wage the concern, or the risk, or the fear, or the psychological barriers that might stop you from asking for something if you're putting yourself out there and giving and helping freely, then you by every right should feel justified in asking for whatever help you need as well.

[0:42:06.8] WB: Yeah, that's right. I like to say that asking is a privilege earned by helping, by giving. Another thing I could say about the overly generous giver is that that's where you find a lot of burnout. In fact, there's an organization for women executives that I work with from time to time in Chicago and they have seminars a couple of times a year and I participate in some of those. I'll talk about the importance of being generous, the importance of generosity, of giving, of helping and invariably, these executives will say, “I give all the time and I'm totally burned out.”

Before I could say anything, all of a sudden it clicks and they go, “And I just realized that I don't ask for what I need.” Just being generous and never asking will lead to burnout. The remedy, or the solution to that is to start asking for what you need. You think about if you've been generous and you've helped all these different people, you've got a big network of people out there who are super motivated to help you and they want to hear from you. In fact, you're denying the power of reciprocity by not asking for what you need. Not only do have permission to ask, you've earned the privilege of asking by being so generous.

[0:43:16.2] MB: For listeners who want to concretely implement one of the things we've talked about today, you've shared some tremendous action steps and implementable things, what would be one piece of homework that you would give them to take a first step and to start asking for what they need?

[0:43:33.7] WB: Well if I could suggest two. One would be to apply some of the elements from the QuickStart method as a way of getting started. That's I am currently working on X and I could use help to Y. One of my urgent task is to X and I need to Y. One of my biggest hopes is to X and I need to Y. If you fill in the blanks there, that's going to get you a long way down the road to figure out what you really need.

Then the other is to assess where you are. Are you a giver-requester? Are you overly generous giver, or one of the other two types? We've created an assessment that is available for free for anyone who would like to take the assessment. It will give you scores on each of those dimensions. How do you rank on giving and on asking? You really get to see where you are and sometimes that assessment could be a big motivation to figure out what you need to do. Like, “Maybe I am an overly generous giver and I need to ask.” Even taking the assessment helps you figure out some of the things that you can ask for.

[0:44:39.1] MB: For listeners who want to find you and your work online, what is the best place for them to do that?

[0:44:44.6] WB: The best place would be to go for the website for my new book All You Have To Do Is Ask, and that's where could find the free assessment as well. The website address for that is simply the title of the book, so www.allyouhavetodoisask.com. There you can learn more about the book. You can take the free assessment and there's other resources there as well.

[0:45:07.0] MB: Well Wayne, thank you so much for coming on the show, for sharing some incredible stories, some interesting research and some great, action-packed action strategies for people to really begin implementing this in your life.

[0:45:18.9] WB: Well, thank you Matt. It's been a pleasure and I've really enjoyed our conversation.

[0:45:22.6] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

I'm going to give you three reasons why you should sign up for our e-mail list today by going to successpodcast.com, signing up right on the homepage. There are some incredible stuff that’s only available to those on the e-mail list, so be sure to sign up, including an exclusive curated weekly e-mail from us called Mindset Monday, which is short, simple, filled with articles, stories, things that we found interesting and fascinating in the world of evidence-based growth in the last week.

Next, you're going to get an exclusive chance to shape the show, including voting on guests, submitting your own personal questions that we’ll ask guests on air and much more. Lastly, you’re going to get a free guide we created based on listener demand, our most popular guide, which is called how to organize and remember everything. You can get it completely for free along with another surprise bonus guide by signing up and joining the e-mail list today. Again, you can do that at successpodcast.com, sign up right at the homepage, or if you're on the go, just text the word “smarter”, S-M-A-R-T-E-R to the number 44-222.

Remember, the greatest compliment you can give us is a referral to a friend either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes because that helps boost the algorithm, that helps us move up the iTunes rankings and helps more people discover the Science of Success.

Don't forget, if you want to get all the incredible information we talk about in the show, links transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top.

Thanks again, and we'll see you on the next episode of the Science of Success.

November 14, 2019 /Lace Gilger
Influence & Communication, Decision Making
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Jay Abraham: Growing A Business With No Money Or Customers

November 12, 2019 by Lace Gilger in Career Development, Money & Finance

In this interview we show you how to grow a business with no capital, no product and no service. You will discover how to train yourself to spot outrageous business opportunities surrounding you in everyday life and we give you the strategies for building trust with your ideal clients and business partners. We ask what does it take to become GREAT? In your career, job, business, partnering, relationships we look at exactly how you can achieve greatness in the key areas of your life. All of this and much more with our guest the legendary Jay Abraham.

Jay Abraham is founder and CEO of The Abraham Group, Inc., and is recognized as one of the world’s most successful marketing strategists, business innovators, entrepreneurial advisors, and masters of revenue acceleration. He has spent the last 30+ years solving problems and significantly increasing the bottom lines of over 10,000 clients in more than 400 industries worldwide.

  • How do you grow a company with no capital, product, or service?

  • What does it mean to mine, monetize and maximize relational capital?

  • Whatever your resource impediment or impairment is, someone else has that and you just have to figure out how to ethically leverage it

  • How Jay created 1.5mm in less than 6 months by finding arbitrage between products, services, and audiences

  • Find “strategic investors” - who else benefits from your growth? Complementary or related products, companies that benefit and naturally grow when you grow - and demonstrate to them that your growth is beneficial for them too - and then get them to help you.

  • How do you build trust in a business relationship? How do you get someone to introduce you to all of their clients?

    • Trust - integrate trust building into your behavior

    • Prove your product / service and it’s performance

    • Denominate what that performance should look like, and how it’s measurably superior to what’s out there

    • Show that your performance has an economic value / profit enhancement for the person you’re pitching

    • Find 2-3 companies that are willing to be your guinea pigs / beta testers - do a pilot with them first (potentially funded by an investor)… (then leverage this case study to sell more people)… and give them an extra incentive / bonus for making the introduction

    • The best way to get someone behind your product, service, business proposition etc is to PROVE to them that it performs - PROVEN PERFORMANCE is huge.

  • Before you expend a ton of capital and time on a project - try to get some validation. The only validation that counts is dollars spent, not what a focus group thinks.

  • How to easily validate your business ideas without taking risk on the front end.

  • There’s a huge amount of IP that’s available to license from places like the Navy, the government, etc

  • Find “parallel universes” that aren’t competitive and plug those opportunities in.

  • Never put anything at risk until you’ve de-risked and validated your product, service, or business model

  • What happens when a typical business is STUCK? Figure out what you’re stuck with.

    • In ANY category of expertise that are people who are super expensive on the top end, but there are many many people who are not at full capacity who are still

    • Make a list of 15 potential consults, and give them all the same pitch

    • I have this challenge, if we can quantify the result of the improvement, and turn the fixed expense into a performance based expense - you can achieve and fund any change in your business

  • How can you unlock an “unlimited business checkbook” to fund ANY problem within your business?

  • How someone got paid $1mm and a free Porsche to buy a Porsche dealership with creative deal making

  • Jay’s skillset comes from 2 key things

    • Tons of diverse experiences - so he can see so many different combinations, permutations and options

    • Bringing to an industry the approaches that no one else can see from other industries - the one eyed man in the land of the blind

  • Spend time traveling outside whatever you do and whatever you’re interested in. Study other businesses, study how other products and services market, how they sell, study topics that are outside your domain of knowledge.

  • How to train yourself to spot outrageous business opportunities lying around you in everyday life.

  • How you can make the “money connection” - you don’t need to be brilliant, but you have to have the right “sensors” turned on - and they only turn on when you broaden your understanding of what’s possible

  • What is Greatness? And why do so many people fall short of it?

  • Everyone has the ability to be great - and everyone wants to be great.

  • 98% of people are mediocre - yet they want to be great - WHY?

  • What does it take to become GREAT? In your career, job, business, partnering, relationships - how you can achieve greatness in the key areas of your life.

  • There are 4 keys to achieving greatness:

    • #1 - Get a context of what greatness ACTUALLY looks and feels like. Take the time to understand what greatness looks like and feels like. In your brain, in your experiences, in your life.

    • #2 - Reconcile yourself to where you actually ARE today on the continuum / spectrum of greatness today. You have to know the GAP from where you are to where you want to be.

    • #3 - Figure out the different strategies and options to get you from where you are to where you want to be - figure out the pros, cons, nuances, etc of each different strategy and find the best one for you. A one size fits all dress doesn’t fit most people well.

    • #4 - “The Log Jam” Theory - Usually one category is gonna have more ultimate impact in opening up the positive flow in all the areas - focus on fixing that log jam first.

    • #5 - Understand that it's a process and it takes time. You need support and compassion, coaching, mentors etc. It’s like a kid trying to walk or talk for the first time, it takes TONS of time to gain proficiency in ANYTHING. You need someone to believe in you, be there for you, and hold you responsible.

    • The first time you try to do ANYTHING - you’re gonna screw it up. Your success chances are almost zero.

  • With every improvement in greatness there is an exponential increase in quality and outcome - not a linear increase.

  • Most breakthroughs don’t come from WITHIN an industry - they come from OUTSIDE it.

  • Homework: Be curious, ask people questions, dig into how other businesses and industries do business.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Jay’s Website

  • Jay’s Wiki Page

  • Jay’s LinkedIn, Twitter, Facebook

Media

  • Kamloops This Week - “Kamloops man has award-winning experience with documentary” by Todd Sullivan

  • Stephan Spencer - “Billion Dollar Marketing Tips From the Legend: Jay Abraham” By Stephan Spencer

    • [Podcast] Get Yourself Optimized: EPISODE 163 | OCTOBER 4, 2018 BY STEPHAN SPENCER

  • INC. - “Billionaire Mentor Jay Abraham on How to Be the Ultimate Entrepreneur” by Tracy Leigh Hazzard

  • Entrepreneur - “3 Ways You Can Increase Sales Without 'Selling'” by Chris Jarvis

    • “3 Strategies for Growing Your Online Business Fast” by R.L. Adams

    • “7 Time-Tested Rules for Marketing and Growing Your Business” by Deep Patel

  • Forbes - “The Single Secret To Preeminence, According To Jay Abraham: Think Differently” by Cheryl Conner

    • “Executive Coach Jay Abraham Discusses Turning Other People's Challenges Into Your Own Opportunities” by Daymond John

  • I will Teach You To Be Rich - “Meet my mentor, Jay Abraham” by Ramit Sethi

  • [Podcast] The Soulfully Optimized Life w/ Adam Siddiq: A Q&A WITH JAY ABRAHAM: STRATEGIES FROM CREATING $21.7 BILLION IN GROWTH

  • [Podcast] Lewis Howes - 10X YOUR BUSINESS WITH MARKETING MASTER JAY ABRAHAM

  • [Podcast] The Copywriter Club Podcast - TCC PODCAST #100: Establishing Preeminence with Jay Abraham

  • [Podcast] The Danlok - Impacting Businesses With Marketing Makeovers and Innovative Solutions with Jay Abraham

  • [Podcast] FROM THE VAULT: TONY ROBBINS & JAY ABRAHAM (Parts 1 & 2)

Videos

  • Jay’s YouTube Channel

  • Jay Abraham - Advanced Strategy of Preeminence

  • Jay Abraham's Four Sure-fire Business Strategies

  • Jay Abraham's speech on The Meaning of Life

  • Josh Felber - The Need for Funnel Vision with Guest Jay Abraham: MakingBank S1E54

  • Grant Cardone - Grant Cardone & Jay Abraham Exclusive Business Coaching

  • Evan Carmichael - The Preeminent ENTREPRENEURIAL and MARKETING Expert ft. @realjayabraham

  • The Wolf of Wall Street - Words of Wisdom with Marketing God Jay Abraham - Jordan Belfort Wolf’s Den

Books

  • Getting Everything You Can Out of All You've Got: 21 Ways You Can Out-Think, Out-Perform, and Out-Earn the Competition  by Jay Abraham

  • 93 Extraordinary Referral Systems: Jay Abraham's Money-Making Strategy Clusters by Jay Abraham

  • The Sticking Point Solution: 9 Ways to Move Your Business from Stagnation to Stunning Growth by Jay Abraham

  • The MasterMind Marketing System  by Jay Abraham

  • Your Secret Wealth: Hidden Assets & Opportunities That Can Change Your Life  by Jay Abraham

  • Learn from the $4 Billion Man  by Jay Abraham

  • How To Get From Where You Are To Where You Want To Be A Six-Week program With Jay Abraham by Jay Abraham

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet with more than four million downloads and listeners in over a hundred countries.

In this interview, we show you how to grow a business with no capital, no product and no service. You will discover how to train yourself to spot outrageous business opportunities that are surrounding you in everyday life. We’ll give you the strategies for building trust with your ideal clients and business partners. We ask what does it take to become great in your career, job, business, parenting, relationships and more. We look at exactly how you can achieve greatness in all of the key areas of your life. We discuss this and much more with our guest, the legendary Jay Abraham.

I was recently closing a big software deal and I was thinking about how the lessons and themes from the Science of Success have been so valuable to me as an investor and business owner. I realized that I'm leaving a lot of value that I could be creating for you, the listeners on the table. I believe that many of the things that we teach on the Science of Success are some of the biggest and most important business success factors today.

To that end, we're launching a new Science of Success segment focused on business. These episodes will air every other Tuesday and will not interrupt your regularly scheduled Science of Success programming. Everything we teach on the show can be applied to achieving success in your business life. Now we're going to show you how to do that, along with some interviews of the world's top business experts. With that, I hope you enjoy this business-focused episode of the Science of Success.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word “smarter", that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we had one of the absolute living legends of psychology on the show. We discussed the greatest unanswered questions in psychology, the biggest thing people miss understand about flow, what advice young people can take away from our previous guest’s incredible career and what he thinks the absolute biggest takeaways from his own research about flow. All of this and much more with our previous guest, Mihaly Csikszentmihalyi. If you want to learn about flow from the researcher who pioneered the entire field, listen to our previous episode.

Now for our interview with Jay. Please note, this episode contains profanity.

[0:03:19.0] MB: Today, we have another legendary guest on the show, Jay Abraham. Jay is the Founder and CEO of the Abraham Group and is recognized as one of the world's most successful marketing strategists, business innovators, entrepreneurial advisors and masters of revenue acceleration. He spent the last 30 plus years solving problems and significantly increasing the bottom line of over 10,000 clients and more than 400 industries worldwide. Jay, welcome to the Science of Success.

[0:03:45.7] JA: Thank you, Matt. I appreciate it. My pleasure.

[0:03:48.5] MB: Well, we're super excited to have you on the show today. I'm a huge fan of you and your work and I can't wait to dig into some of the key themes and ideas from your massive body of work and success.

[0:04:00.1] JA: Okay. Let's go at it then.

[0:04:01.7] MB: One of the most fascinating things to me about you is your ability to think laterally and approach problems from a completely different perspective than most people. I want to start with a big question, but it's a question that in many ways your work has addressed in many different ways, which is this idea of how does somebody grow a business if they don't have any money, or they don't have any resources, or they don't have any customers and they feel stuck, or they feel they can't get to the next level because of a lack of X?

[0:04:34.8] JA: It's a great question. It's certainly a broad one. I'll give you a spectrum of answers, okay? There's going to be three scenarios. What you want to do, but you don't really have product service or capital, the way to do it is through strategies that the macro we call is just mining, monetizing, maximizing, managing other people's relational capital. What it means is if you are very, very pragmatic, you can identify that whatever your problem is, whatever your resource impediments as someone else in some other business, or in the same intended business, has what you want and you can basically identify that your ability to achieve that could actually be the fulfillment of a problem, or an opportunity that other person doesn't have.

For example, you might say I've got a product, but I have no distribution and I want to reach heads of IT departments and doesn't matter the industry. Pick an industry. You can find people who have already sold products or services to that decision-maker who have nothing else to sell, but spend an enormous amount of time building goodwill, trust the relationship. If you showed them that they have a sunk cost in that relationship and then you are able to demonstrate proof to them, the value, the qualitativeness, the performance capability of your product or service, you go to them and you ask them to either introduce or outright sell that product to you.

If you needed an office that you didn't have in a city and you had no money, you find somebody else that sells to a similar target audience who has underutilized capacity and you make a deal to sub-office with them. We've done this with tradeshow booths, we've done this with skill sets, we've done this with people who had advertising capability. We've done this with platforms, we've done this with media. That is one way to do it.

Another way to do it which I did one time and we made someone a million and a half dollars in six months as you go to some of the more popular categoric areas of search, you don't go to the first page, you go to the second or third and down and you start finding what I call arbitrage. You find somebody who's got a book that he or she doesn't have a seminar. You find somebody who has a seminar, but doesn't have a book. You can find somebody who has a book and/or a seminar, but doesn't have coaching. You tie all that up, you put it altogether, you take a piece of that. That's another way.

Other ways, you find somebody very successful in a category that does not have the desire to expand nationally or internationally and you set an arrangement, where they let you use basically their IT for either a royalty, or for a percentage. I mean, I can go on and on and on and on. We have a whole book that is called How to Get the Money for Your Great Idea or Startup and What to Do If You Can't. It goes through all the alternatives to capital. Capital impairment is not a reason you shouldn't grow.

There's always going to be somebody. Also, you can go to people that have a business and they have a product or service line, but they do not have certain products, or services that are natural purchases by that same target audience before, during or after that person buys from them. Go to them and say, “I want to create that kind of a business addition and I will operate it through your business. You will market it, because you've already got the clientele and we will split whatever way you want.” I can go on and on and on, but there's a multitude of ways you can do it.

If you have a product or a service and it has been validated, but you want to grow more, first thing that you do is identify what I call strategic investors, people who would benefit more by you being more successful than even you. It could be a product service that would be purchased right after, during. Or it could be a company that if you got large enough, they would like to absorb you. You then figure out how to demonstrate to them predictable, expanded demand. We do that sometimes.

I had a consult, an accidental consult the other day. A gentleman has got a technology using very complex LiDAR technology to identify snow in the mountains and extrapolate what that will mean in the spring and summer to water, to the water management companies. He's trying to raise six million dollars, but he doesn't know how. I explained to him that the easiest way to raise money is to go to a 100 or 200 water management, I guess directors. Show them what you can do, show them what it could mean, demonstrate and correlate the value, either savings time, predictability, budgetary advantage and get them to give you what is called a contingent purchase order. Meaning that if you can do this by such-and-such a time at such-and-such a price and it will prove it can do such-and-such an outcome, we will buy it. If you have 50 or a 100 of those, it's a lot easier to get invest your money. I can go on and on, but there's a couple.

[0:10:09.8] MB: Those are great. I want to drill down on the first example, or one of the most basic examples of this idea of relational capital. Let’s go with what you said. Let's say I have a product or service, I'm selling it to IT managers. I go and approach people who are selling to IT managers already, but selling something that's a complimentary, related product to mine. How do I go about building trust with those people, convincing them, “Hey, you should introduce my product to your client and insert me into your client relationship.”

[0:10:42.6] JA: Well, trust is created many ways. First of all from a clinical standpoint and I'll be happy to provide you with some of this if you want to share it with your audience. There are experts in soft skills. Stephen M.R. Covey, the son of Stephen R. Covey is the preeminent leader and the master at business trust building. There's 13 characteristics that if you can incorporate those into your being, they give you something like 300% more probability at success.

The first thing I'd say is integrate all the characteristics of trust building authentically into your being; that's one. Number two is proof demonstration and pre-emptive overcoming of predictable concerns is the second way. You've got to prove first of all that your product or service performs. Second, you've got to be able to nominate what that performance should look like and how that performance is measured, either tangibly, or intangibly superior to what's out there. Third, you've got to show that that performance has some either economic value in profit enhancement, productive value in either more effectiveness, or more savings, reduced personnel, more reliability. You've got to be able to do that first.

Second, nobody wants to be the first in. You've got to find two or three companies that are willing, or organizations depending on the product or service, willing to basically be your experimental guinea pigs. You've got to basically invest in them. Usually if you can get an investor and ask him or her just to fund the pilot applications, what I normally do is get the guinea pig beta testers some kind of a participatory bonus. If it works and they are authentic and not inaccurate, as long as they're not manipulative and scamming. If it works and they will be our validators, our testimonials, we give them either – and it's fully disclosed, we give them either a percentage of the revenue equity, some consideration or services for three years grant. Something that is worthwhile to them, but not covert. That's another way to do it.

I mean, I always believe that the best way to get somebody passionately and what's the word I want to use? Unhedgingly strongly behind your product, your service, your business proposition, is to prove to them it performs. Many people don't really grasp that. Daymond John who I've done stuff with, wrote a book. It was called The Power of Broke. He was talking about how when people come to him trying to talk about garments they want to put to market, he says, “Take it to a flea market. Open your trunk in a shopping center mall parking lot, see if people will buy it just as it is. If they won't buy it there, they're not going to buy it anywhere.” Prove to yourself first of all.

A lot of people don't understand. They get all excited about a concept that the market isn't excited about. I always recommend before you expand an enormous amount of energy, time, opportunity cost, your own or other’s capital, try to get some true validation. Validation is of two kinds, if you ask people, it's the idea of a – what do they call it when you go and you query a group? My brain is at a gap right now.

[0:14:31.8] MB: Market testing, or market surveys.

[0:14:33.6] JA: I think it was the word for it. When they tell you they like it or don't like it, that isn't necessarily a truism, because they aren't being asked to vote with their credit cards, or their checkbooks, or their purchase orders. The only vote that counts is if somebody is willing to commit. The only truth that counts is if the product or service is able to perform. Performance is a very relative concept. To some people, performance is a great feeling. To some people, it's how they look. To some people, it's just the knowledge that you've got the top of the line, even if it doesn't have.

I'm not sure that a Mercedes at 50 grand outperforms a different car that's not as prestigious at 50 grand, but there's certain value. If you have to know and you have to validate before you make a huge commitment that you can't take back. Because if you blow the commitment, you blow your trust with investors, you blow your trust with industry, you blow your own self-esteem, unless you have a very, very, very strong character and belief.

I always believe in proving before you try to expand. It's a little slower. The power of having documented evidence, the power of having contingent commitments, the power of having a partner who's willing to try it if another investor will at least fund the beta version, the ability to quantify what its performance or benefit, or savings or attributes are gives you a lot stronger advantage than just the radical excitement about the product or service. I don't know if that helps or not.

[0:16:19.9] MB: Yeah, I think that's really helpful. I want to dig down a little bit more about this concept of validation. What are some of the ways that you validate, or experiment, or test ideas and how do you do that without spending a huge amount of time, energy or money?

[0:16:36.4] JA: Well, legalities you have to check out, because they've changed. It used to be you could dry test. I think you still can do a variation of it, where you can literally go to a market with some offering. It can be online, offline, and just describe what it is, describe what it does, describe how it does it, describe the implication, describe when it'll be ready and ask for expressions of interest. That's first stage.

If you don't get any, that's probably a tell, don't you think? If you get them, then you have to explain to them and you can incorporate into your first stage communication the pricing and performance, or you can wait. Then you basically explain and then you try to go from that to a contingent commitment, to either purchase it when it's available, to test it for you and apply it as a pilot, if it's available. Or to even if that's really that promising to co-fund it for you for them with an understanding that they will get a share of future sales outside, if that's applicable. That's one way to do it.

By the way, people don't realize this; I do work with one of the big contracting companies to the Navy War College. There are an enormous amount of technological IP that's available for licensing that's out there. I'm sure every category of government – Jet Propulsion Laboratories have it. Somebody we know from Livermore Laboratory licensed something. I mean, there's so much out there.

Also, you could model anything anybody does and say, “Okay, is there a parallel universe that would apply to that's not competitive?” If the answer is yes, you can go to that company and say, “I would like to take everything you do and translate it to X industry.” It's not competitive at all, but I think I could create a meaningful business or cash flow from it and I will share with you on X type of it.

I mean, when people are stymied, the reason they're stymied is not their fault. I have a very wonderful privilege. I've been involved in over a thousand industries and an incalculable number net of scenarios, strategies, business models, business challenges, competitive advantage creation, value added, ancillary business, repurposing, lead generating, sourcing, positioning advantage, ancillary income. When you have the a broader swath of comprehension of maybe not all, but of let's say quantum times more of what's possible, the idea of being frustrated, or seemingly impaired, or not being able to do something, or thinking I don't have an idea, or I don't have a product, or I don't have the skill, or I don’t have the money, the other thing is there's always out there the relative skillsets that you need.

We did years ago a training program on how to be a contingent marketing consultant. We identified the three or four categories. One are the people who are able to sell the concept to the entrepreneur business, to owner of professional media organization. The other is the ability to basically deliver it. The other is the ability to just manage it. We said there are those types everywhere. There are sales people out there who would love to own an equity and a business but they don't A, have the capital, nor do they have the mental construct.

There are people who are really good operators who would never be able to sell anything and they'd love to be in business, but they can't sell. If you find these people and you put them together and you start hard so that you don't jeopardize anybody's security. I always believe that the first thing you do is never put anything and anyone at risk until you validate it. Some people jump right in and I think that's admirable, but I think it's very wise to try to at least get some validation of assumptions. I'm just saying it's infinite. There's just so many things you can do.

[0:21:00.3] MB: Tell me a little bit more about this idea of [inaudible 0:21:02.8], power partnering, etc., for a skill set or capacity and maybe some examples of people who've done that in the past.

[0:21:10.8] JA: Well, let's take a look at a typical business that is operating, but not opted stuck, okay? They could be stuck with lack of knowledge. They don't know how to market well. They don't know online. They don't have good technology. They don't have systems. They don't have maybe good production. They don't have good channel management. They don't have good distribution control. All of those are skill sets that people sell, right?

Consultants, experts, advisers, most of them sell it by either the hour or the monthly fee, or project. What people don't realize is that in any category of expertise, there are people like myself and I'm very expensive and there are people that are let's say, ordinary, general experts and they're fairly priced, but it's very rare that everyone is fully utilized, that everyone has every hour of their time consumed. If you identify not one, but maybe 15 and you go to them down the line and say, “I have this challenge. If we can quantify what your contribution can mean to it, either an increased revenue, savings, productivity, any denomination that can be converted to me paying you, I will pay you X for Y amount of time in exchange for you investing your expertise.” Now you've turned a fixed expense to a variable, right?

[0:22:37.7] MB: Yeah, that's great.

[0:22:39.0] JA: We do it all the time. We have a concept that I call the unlimited business checkbook. The concept is within about 90% of the categories of impairment, resource impairment, economic impairment, IP impairment, capital, and there's many derivatives of capital; human, relational, intellectual impairment, you can overcome almost all that with a strategic alliance with the power of partnering, with the relational capital move or maneuver.

Then there's a whole other side of it. It's control. It's getting access – having access to people's assets. In other words, you might find that you get access to somebody's buyers and then you can do it with lots of those somebodies in the same field all over and you can have a back-end or a front-end. Just an example that's fascinating and it's very simple one, in the home improvement business, people don't realize it. You have a home, right? You have a house?

[0:23:39.6] MB: I do.

[0:23:40.6] JA: Have you done any improvement to it?

[0:23:42.1] MB: I have.

[0:23:42.9] JA: Okay. Typically not always, but there's a very high statistical probability, Matt. If you are going to improve a function or factor in your home, normally the first one is a kitchen, because that's a focal. If you're going to do a kitchen, once that kitchen is transformed and looks majestic, you start contrasting that to the rest of the house and you go, “Oh, crap. I got to fix the bathrooms, then I got to fix the paint, then I got to replace the carpets or the floors, then I got to maybe replace the doors, or the windows, then maybe the roof, maybe the garage door, maybe the landscaping, many all crap. Maybe I should do some stonework and put either a fireplace or a really nice patio, or a pool.”

There's a progression and it doesn't go that expansive, but almost anybody I've ever looked at there's one or two gradients. If you can strike an arrangement with any ethical home improvement company that does one vertical thing and they will share with you not just their buyers, but their non-buyers, the statistical probability of that group of prospective sources being worth a fortune to you is very high. Does that makes sense?

[0:25:05.2] MB: Yeah, that totally makes sense.

[0:25:07.0] JA: I mean, there’s tons. I mean, I've been very blessed to see correlations, implications, anomalies. I've been able to extrapolate to see all these things. I'll tell you some fun stories and these are derivatives of this, but they're very cool. Probably the most interesting thing that I ever heard of, highlight was very cool. There was a man about 20 years ago who loved Porsche automobiles, but he couldn't afford to even buy one, but he loved them.

He found out that a small Porsche dealer was becoming available for purchase in Northern California. Out of curiosity, he applied. He get the paperwork and review it. Upon reviewing, he saw that there was a stipulation in the dealer agreement that a dealer could make a brand-new Porsche available for trial use for up to, I think it was three months and 3,000 miles and it could still be licensed as new. It was a demo. You know what a demo is, right?

[0:26:09.0] MB: Yup.

[0:26:10.0] JA: With that piece of information, he got a wild idea and he ran ads all over Northern California that said, “Drive a brand new Porsche every year for life for a one-time $75,000 investment.” He got about – it cost, I think it was a million dollars he needed for the dealership, but he got 2 million plus from people who came in, because he was able to make these Porsches available to them. Two things happened, they became his greatest referral sources. Half of them didn't really exchange Porsches. They just bought theirs from him at a discount. He created a dealership and he ended up with a with a million dollar plus capital. He had that one point of interest and he had out one point of equity he gave out for doing it, that's a pretty cool concept.

[0:26:56.4] MB: It's incredible. I love those kinds of stories. There's so many from the archives and the war stories that you have. I'd love to hear if another one comes to mind, another example of that really innovative lateral connecting the dots and thinking in a different way.

[0:27:11.7] JA: Yeah. I had a friend, I don't think he's dead. I just don't have contact with him anymore. I was pretty cool. I'll take a couple cool ones that are all true. Years and years ago, he realized that the Rose Bowl, the big stadium that they play the Rose Bowl in that UCLA plays in was not being used, something like three weekends out of the year, except for at key times.

He went. He negotiated with them to get the rights to use it to create a flea market. He knew nothing about flea markets. Once he got the agreement, he went to the biggest operator of formal flea markets in the country and he flipped the agreement to them for a cash upfront and a percentage of all the revenue they got from leasing the flea markets. He got it for I think 20 years. That was pretty interesting. Probably one of the ones everybody loves is Carnival Cruise. You know what that is.

[0:28:11.9] MB: Yup.

[0:28:12.9] JA: A cruise line that’s got – I think they own now five or six other cruise lines. I knew the marketing guy when they started. The man that started Carnival Cruise had one ship. It was a beat-up used ship. The guy was so capital impaired that he could only afford to paint it on one side. He would have to bring it in on the painted side, so that people coming on would see it and it would look at least reasonable. It would go out I think 800 rooms and would go out half full every week.

The man who owned it had a brilliant distinction. He realized that every week it was going out half empty. Those 400 rooms at that time were worth $800 a week. That's $320,000 worth of buying power down the drain. He got my friend who is now deceased, but my friend who was the marketing manager to go to every radio station, television station, publication and trade them credit for use on Carnival Cruise in exchange for advertising. He actually let them have two years to use their credit, but he used his right now.

His credits drove all kinds of paid cash people. When anybody from the media used their credits, which he absolutely made possible, but a lot of the media used it as gifts to their employees, bonuses, gifts to their clients. A lot of the clients would buy second and third rooms, so they got cash even on the utilization of the credits. When anyone redeemed the credits, the owner of carnival would charge a $39 surcharge. That charge covered the incremental cost of the cold cuts for the buffet, the sheets. Most of them were three-day cruises. He made money from the excursions, from the gambling. That's how he built Carnival Cruise.

The guy that started home shopping and then QVC modeled it was a guy that had a very unsuccessful radio station in a small city in Florida. He literally, very fascinating, couldn't sell advertising, so he would trade to merchants for merchandise. He had all this merchandise and he had to get rid of it. Every Saturday, he would do four or five hours of literally an on-air auction to sell all the electric can openers and all the hair dryers and all the pots and pans that he had. That was the genesis. He started making so much money that he started buying the same timelines and bunches of other radio stations and then he moved it to television stations. Man, go on and on and on and on.

There was a company in Australia, very fascinating. There was a law that you could not do building advertising on the outside of a building downtown, because of aesthetics. There was a guy that was very brilliant. He realized that you could put an ad on the inside of a ground-level window. He bought the rights to do that in an enormous number of buildings, then he went to the big outdoor advertising company and he sold his rights to them for a big fee, plus a piece of all the future advertising. I can go on and on.

[0:31:51.9] MB: It’s incredible.

[0:31:53.4] JA: Yeah. Well, I mean, it's a way of thinking. I've got that classic story that people, your group won't be as aware of this, but the story is pretty cool. Years and years ago, an insurance company called ColonialPenn started out with a focus of trying to create group policies, going to organizations, going to associations, going to unions. They were struggling. They were having a lot of trouble breaking in.

After a couple of years of mediocre performance, one of the very brilliant, brilliant, brilliant directors said, “Let's look at this differently. If we cannot sell a client, a group, why don't we start our own?” They started an organization called the American Association of Retired People, AARP, so they would have a client. Now AARP has something like 16 or 20 million members, it's a huge revenue source, it's a viable big, big company and it produces – Well, they had to divest themselves after about 20 years, because they had a monopoly. ColonialPenn made billions of dollars from it. I can go on and on. It's a way of thinking, Matt.

[0:33:07.7] MB: How do you start to train yourself to think that way, to see these gaps and opportunities that are all around us that seem invisible to most people and yet, someone can just pluck an empty parking lot or an empty stadium and turn it into a million dollar deal?

[0:33:24.8] JA: Well, I'll tell you how I am able to do it and I'll tell you how I've tried to get other people to do it. My skill set comes from two distinctions; one, I've had so many diverse experiences that I can see possibilities, applications, correlations, combinations that I think most people do not get the chance, because they're very vertical in their life experiences. What I've done is two things and not commercial crafts. We've created programs we sell occasionally, not often, that give them this broad spectrum. They have a context.

What I tell the most people is spend time traveling outside whatever you do, whatever you're interested in. Study how other businesses industries operate, study other areas of interest, study how other people market, study other products service offers, get all your friends and your neighbors and your relatives to send you all the promotional stuff that they get from whatever they're interested in, whatever they're signed up on, whatever their industry is.

On Saturdays if you live in a decent city, go to the convention hotels and walk around. There's normally 10 or 15 different events going on. Ask the people at the door if you can walk in for hour watch and expand your horizon. Start learning what you don't know, because that's where your opportunity lies. In business itself, very candidly, my skill has always been bringing to an industry that which no one else in the industry has ever been exposed to. It's the one-eyed man in the land of the blind. I would just borrow success approaches from all kinds of outside industries, combine them and then introduce them to an industry where everybody is doing the same thing the same way. My client gets outrageous advantage, because nobody else thinks that way.

It's a thought process that has to be cultivated. One time, we did a program that we called how to think differently. Actually, it was called do something different. Every week for 13 weeks, we gave an assignment to the people. Very simple. First assignment was somewhat like this, whatever your regimen or protocol is Matt, when you awaken in the morning; you get up, almost everybody has to go to the bathroom, that's natural. Then you have a sequence you normally follow. Maybe you take a shower, maybe you turn on the coffee, maybe you watch CNN, Fox, MSNBC, Bloomberg, then maybe you read a paper. Then you get dressed.

Then if you don't work at – you work at home, you go to your computer and you go on Facebook, or you go to whatever you do. Or if you go to work, you probably take either a service, could be an Uber, can be train, bus, or you take the fastest, most expedient form of transportation, the highway. We would say change your regimen for a week. Get out, but obviously if your bladder is full, go to the bathroom, but do everything else different.

If you'd normally have coffee first, take a shower first. If you normally get dressed last, get dressed first. If you normally read the paper last, read it in the middle. If you normally drive down the highway, drive down the side streets and force yourself to break your pattern. I had lots of things like that we did. It was very profound, because the way that you turn on your receptors and your sensors is to break your rigidity, if that makes sense. We don't even know we have rigidity.

[0:37:11.9] MB: That totally makes sense. Start stepping outside of our daily routines and rituals and also borrow broad-based knowledge from different industries and topics and places and cultivate a broad set of thinking skills, so that you can really start to see things in a different perspective than other people see them.

[0:37:32.3] JA: Yeah. You don't have to be brilliant to see what I call making the money connection. You have to have the right sensory capability. The sensors are only going to turn on as you broaden your understanding of what's possible. I forced myself. I've been very blessed. It's a little bit challenging, but my consulting practice has never been vertical. I've never done one industry, or one category. I take on any industry, any problem that is within the realm of revenue generation, competitive. I don’t do operations and I don't do technology, because it's not my skillset.

Anything else, I usually have enough historic understanding, empirical experience and capacity to adapt, adopt, extrapolate to take it on. If you don't have anything like that, hoping and praying is not the way to do it. Force yourself to be interested in that which is never fascinated you before.

There's a great book that is out recently. It's called Range. It makes the case that in our society today that there are generalists, there are specialists and then there are synthesis. The people that will own and rule the business world are the synthesis, because they have the diverse capability of handling all the new challenges that have no historic precedent. Specialists only have what they know historically. Generalists, worse. Synthesis have this broad spectrum of understanding of so many possibilities they can draw from.

[0:39:19.9] MB: Funnily enough, we and we'll throw this in the show notes for listeners, but we actually interviewed David Epstein, the author of Range a couple weeks ago in this.

[0:39:27.9] JA: He’s really good?

[0:39:28.7] MB: Yeah, he was awesome. I'll shoot you a link to the interview too.

[0:39:32.2] JA: I’d like that, because in fact, if you'd let me, I'll send it out to my list, because it might be very useful. I thought that was – it was a little bit deep psychological. If you get through the depth of it, I thought the message was powerful, didn't you?

[0:39:46.3] MB: Oh, it was amazing. Well, the funny thing is that this is full circle, because I think when we were hanging out in Laguna Beach, you actually told me about Range. Then I was like, “Oh, this book sounds really interesting.” I bought it and read it and then I was like, “This guy is amazing. We got to get him on the podcast.” We interviewed David and now you get to listen to the interview, so that's pretty funny.

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[0:41:22.0] MB: Changing gears a little bit, tell me about greatness. How do you think about greatness, what is it and how do people sometimes fall short in their pursuit of it?

[0:41:32.5] JA: Well, I mean, I have a really interesting, I guess I'd call it a character flaw. I get very excited about a concept for a period of time and I develop it and I explore it and I explain it, then I jettison it off. Somebody said I'm like a intellectual, what do you call it? Gigolo, because I'll have a concept, take it to my room for the night, I have my intellectual way with it and then throw it out in the morning.

A couple years ago, I got very deeply interested in the concept of greatness. I haven’t really revisited it for a while, so this will be fun. I got to dust off the intellectual cobwebs. My conclusion was this; with little exception, every human being is programmed in our DNA to want to be great, unless you have some mental affliction, or physical affliction, or birth defect. You really want to be great. You want to be a great entrepreneur, if that’s your calling, manager, leader, team member. You also want to be a great friend, if you have children, father, you have significant other, whether it's lover or partner. You want to be great at whatever you do as far as hobbies.

Yet, more than the vast, something like 98% of people are mediocre at – there’s eight or seven categories identified. The question is why? Why is somebody who definitely and maybe not desperately, but inherently wants to not be – you don't come home at the end of a day from work, whether you're leading, following, managing and say to yourself, “Self, I went and spent eight or 10 hours and I did a mediocre job.” You don't go out selling and come back and say, “I was really crappy today.” You don't go to your loved one and say, “Honey, I did a really shitty job today. I didn’t do well. I didn't contribute well. I didn't perform well. I didn't advance any attributes in my job.” You don't come home and purposely be boring, or uninterested, or non-contributing. Let your kids run awry. You don't purposely be a crappy friend. Yet, sadly if you look at it, the vast majority people are exactly that in every category.

I ask myself why and what does it take to change. Very delightful and this might be a great conclusion to our discussion for today, I came up with four very wonderfully clear-cut answers. If you can squarely reconcile yourself to them, you can transform yourself in any or all of these eight or so categories.

The first reason that people are not great in any of these categories, career, job, business, relationship, parenting, friendship, skillset, is that nobody really takes the time to help them see what greatness looks like, both in your brain as executed, as expressed and then what it is like validated when it's received by the other side. It's not that hard. If you don't have no reference model, how are you going to get there? Just accidentally? If I say, “Okay, I'm going to go climb Mount Everest.” You have no reference model of how to do it, how not to asphyxiate, or get oxygen deprivation, how to do it, strengthen yourself, how to do it in phases, you think you're really going to do it? Think about it. No.

First thing is getting a context of what greatness looks like in any and all these categories. Second, maybe five areas is reconciling yourself to where you are on the continuum against that. You know what it's supposed to look like. Now you got to say, “Okay, as an entrepreneur, as a leader, as a manager, as a team member, as a friend, as a partner, as a lover, as a parent, as a hobbyist, as a rock climber, as a here where I am on the continuous.” You have to know what I'll call is the gap, because it's basically you're looking at personal performance arbitrage really, isn't it? You're looking at the gap.

There's another word for it and I'll think of what it is. Then you've got to basically figure out what are the different options to get me in each category from here to there. You got to understand what they are, what they require, the pros and cons of each. Because all one size never fits all in anything, but not even close. If you see a woman wearing a one-size-fits-all dress, one woman looks really hot, the rest it's either too tight and ugly, too short, too lose, too long. You got to figure the right strategy in each category to achieve your goal the safest, the fastest, the easiest, the most predictable.

Then and this is where it gets really interesting, I believe in what I call the log jam event theory, Matt. The log jam means you've got maybe these eight categories of let's call of impaired greatness, or greatness deficiency. One of them is going to have more ultimate impact in opening up the positive flow of the rest and all the rest. If you've got a terrible relationship in your personal life, you probably are not going to be able to achieve, realize, manifest greatness than anything else. Does that make sense?

[0:47:27.3] MB: Totally.

[0:47:27.9] JA: You got to figure where the log jam is first. That may seem divergent, but it's actually very strategically astute, because once you relieve all that diversionary emotion and energy dissipation, now you can re-shift it to all the other areas and then you've got to be able to go, “What's my first imperative, second impairment, third impairment.” Imperative. Excuse me, not – and well, it could be impairment and imperatives. Then you systematically, once you've identified the strategy, you work through it. Now that's the second or the third category. I believe you're married and have children, don't you Matt?

[0:48:08.3] MB: That's right.

[0:48:08.9] JA: Okay. How old are your children?

[0:48:11.7] MB: I have an 18-month-old and basically a newborn.

[0:48:14.2] JA: Perfect. Okay. As or when, I don't know, because I can't remember. My children are all adults now, they start walking, trying to talk, trying to eat, trying to poop, trying to walk talk, eat. What else would they be doing? They're not ready to ride a bike yet. Walk, talk, eat, poop, speak, lots of the same thing.

Usually in the beginning, they are not very effective and they fail. When they try to walk, they fall over. When they’re trying to poop, they miss the spot or they can't quite get out of their diaper. When they're trying to eat, the spoon may go in their eye, or their hair, or their chest, but it very rarely initially goes into their mouth. It were it not for the parent being their champion, their advocate, their fan, their coach, their mentor and putting them, standing them back up, putting the spoon back in the right place, taking them and sitting them on the toilet, even though they miss. They go, [Inaudible 0:49:13.9]. That’s great. Then repeating certain things, so they have a better reference, they would never gain proficiency, would they?

[0:49:23.5] MB: No.

[0:49:24.3] JA: Same thing in this. You need to be able to – because the first time you try to execute anything that you might understand intellectually, the statistical probability is you will F it up big time transaction. You need someone to believe in you, what I call a sword and a shield. Can be a mentor, coach, a support person. Somebody that is going to hold not only you responsible, but going to be there for you throughout the transitional process until you achieve, if not mastering a level of greater proficiency.

What happens in all these eight areas is it's not linear. With each level of improvement and progression, the glory, the wonderment, the ecstasy of this is asymmetric. It keeps multiplying exponentially, so you keep growing and your ability growing and your quality growing and your proficiency growing and you're loving that's growing and your bonding with your family growing and your parenting and levels that you can't even imagine, until and unless you go through that. Does that help?

[0:50:41.1] MB: Yeah, that's great. Such a good break down. The point about how the first time you do anything, you're almost guaranteed to fail. Yet so many people try something once, beat themselves up and then give up.

I know we're running out of time. One question we like to ask everybody as a wrap up is for listeners who want to take action on something we've talked about today, it could be any of the topics or themes, what would be one action item that you would give them as a next step to start implementing some of these ideas in their lives?

[0:51:12.1] JA: I'll give you a couple suggestions. It's not meant to be self-aggrandizing. We have a website that as of today it's going to be changed. Right now, you don't even have to opt-in and it's got an enormous amount of stuff on it that doesn't sell anything. Again, you can get it take leave your name, your e-mail. There's a whole collection of stuff on it for be up being preeminent. There's a whole collection of stuff on greatness. There's a document called The Abraham Mindshift Challenge. There are two videos on relational capital. I would encourage people to get them. Or if you want to get the files and put them on your site, I have no problem with that. It doesn't matter. We're not doing them to monetize it. That's the first thing.

Second is start committing yourself in terms of non-linear thinking, to start every day when you meet somebody from another domain, ask them questions, learn about what they do, how they do it, how they monetize, how they operate, what they read. Ask them if they would forward to you some of the things they read. Start going online and just randomly visiting things you're not interested in.

Every time you do that, make a note of one distinction that you gain, that you've never thought about that might have value, or be interesting. Start really looking at biographies of people who are non-linear thinkers. I mean, breakthrough thinking and it's true, there's nothing more than taking elements that are always there and recombining them in new ways.

People like myself, Tony Robbins were not original thinkers. We are original synthesizers. We just take the stuff that's always been there and put them together. Also and this is old, because I have to think about new applications. We used to always talk about the fact that most breakthroughs do not come from the industry you are in. This is just analogy, fiber optics which redefine the whole era of telecommunication did not come from telecommunication. It came from aerospace and was borrowed.

Federal Express built their whole business by using what the Federal Reserve Bank was using, which is called the hub-and-spoke method for clearing checks overnight. The ballpoint pen or roll-on deodorant, one of them borrowed the technique from each other and I can go on and on and on and on, but you'll never get breakthroughs if you don't break out of the rigidity of your limited paradigm. That's why I call it giving yourself a paradigmectomy.

[0:53:50.9] MB: Well Jay, thank you so much for coming on the show, sharing all this wisdom, all this knowledge. For listeners who want to check you out, find all of your stuff online, obviously we'll put some things in the show notes, where can they find you?

[0:54:06.3] JA: Well, I mean, it depends. If you just want to find the resources, which are there in contributions, Abraham.com. Very easy. Abraham.com. The place to go is the 50 shades site and there's some cool stuff. I think there's 8 or 900 hours of stuff, audio, video and there's thousands of pages. As I said, right now it'll change soon, but there's no opt-in required. Not one item sells anything. If you're serious about a business that's very large and can be grown and you're a serious entrepreneur making serious money, running a serious business and you want it to be seriously better, then there's a way to contact me on the website.

Thank you very much. If you want to do more, I'm happy. I hope this has value and I will be happy to take your interview of Epstein and put on my site and reference you. If you send this to my office, we'll put it out for you to a podcast, okay?

[0:55:00.8] MB: Awesome. Well Jay, thank you so much. We'll definitely follow up on the Epstein interview and we'll let you know when this episode airs. I know you got to get to a meeting, so thank you very much for coming on the show.

[0:55:10.6] JA: My pleasure. Thank you, Matt.

[0:55:12.6] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

I'm going to give you three reasons why you should sign up for our e-mail list today by going to successpodcast.com, signing up right on the homepage. There are some incredible stuff that’s only available to those on the e-mail list, so be sure to sign up, including an exclusive curated weekly e-mail from us called Mindset Monday, which is short, simple, filled with articles, stories, things that we found interesting and fascinating in the world of evidence-based growth in the last week.

Next, you're going to get an exclusive chance to shape the show, including voting on guests, submitting your own personal questions that we’ll ask guests on air and much more. Lastly, you’re going to get a free guide we created based on listener demand, our most popular guide, which is called how to organize and remember everything. You can get it completely for free along with another surprise bonus guide by signing up and joining the e-mail list today. Again, you can do that at successpodcast.com, sign up right at the homepage, or if you're on the go, just text the word “smarter”, S-M-A-R-T-E-R to the number 44-222.

Remember, the greatest compliment you can give us is a referral to a friend either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes because that helps boost the algorithm, that helps us move up the iTunes rankings and helps more people discover the Science of Success.

Don't forget, if you want to get all the incredible information we talked about in the show, links transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top.

Thanks again, and we'll see you on the next episode of the Science of Success.

November 12, 2019 /Lace Gilger
Career Development, Money & Finance
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Mihaly Csikszentmihalyi - The Greatest Unanswered Question in Psychology Today

November 07, 2019 by Lace Gilger in Focus & Productivity, High Performance

In this episode we have one of the absolute living legends of psychology on the show - we discuss the GREATEST unanswered question in psychology, the biggest thing people mis-understand about flow, what advice young people can take away from our guest's incredible career, and what he thinks the absolute biggest takeaways from his own research are - and much more with Mihaly Csikszentmihalyi.

Your fate, your destiny, your future is not set out for you - you can shape it to be what you want it to be. You have the freedom to make life better for yourself and more worthwhile and meaningful for yourselves. Even the greatest traumas and struggles can be overcome. You don’t have to achieve fame and fortune to live a meaningful and wonderful life and to be truly alive.

Mihaly is Claremont Graduate University’s Distinguished Professor of Psychology and Management. He is a bestselling author and the founder and co-director of the Quality of Life Research Center. He is a member of the American Academy of Education, the American Academy of Arts and Sciences, and the National Academy of Leisure Studies and his work has been featured on NPR,TED, WIRED, and more!!

  • The key ideas supported by the data around how people respond to Trauma. People who are focused beyond themselves and their own wellbeing are more resilient to the things that happen to them.

  • When you focus on the wellbeing of others, society, your family, etc - you’re much more resilient to Trauma

  • How do you think of yourself? Do you think of yourself as the body in which you live? Do you see yourself as being part of a family, group, religion etc? This will shape your response to trauma.

  • The self is a very poor site for meaning - don’t put all your eggs in the fragile basket of the self

  • We are all connected - recognizing that helps contextualize our existence

  • Flow and happiness are not the same thing - but they are very related

  • Flow is a momentary state of experience and happiness is a general perspective towards life

  • If your life is full of flow - it will be a happy life!

  • How do we consistently create flow states in our lives?

  • 2 Main conditions of your psychology

    • Seeing challenges as things that you can deal with and overcome

    • Having the skills to a actually do something about the challenge

  • If you have those 2 traits you are more likely to be in flow more often

  • Pay attention to the world around you and connect with it one way or another

    • Some people see life as full of opportunities, others see life as full of threats

  • Life is quite malleable - we often feel like we’ve been dealt a tough hand, but its often how we react to it that is the most important

  • How does Mihaly think about creating flow states in his own life?

  • What is the greatest unanswered question in psychology today?

    • The way in which children learn to process information and why they develop certain interests in certain areas or spheres of their lives

  • What is the biggest mistake or pitfall that younger people (in their mid 20s) can make?

    • You have to keep an open mind, be open to learning

    • Don’t be too instinctive, don’t become an ideologue too soon

  • What’s the biggest thing that people misunderstand about Flow and Mihay’s research?

  • We have the opportunity to shape ourselves into whoever we want to be- but we have to take into account where we came from and what our experiences have been.

  • What’s the biggest takeaway from all the research on Flow?

  • Your fate, your destiny, your future is not set out for you - you can shape it to be what you want it to be. You have the freedom to make life better for yourself and more worthwhile and meaningful for yourselves. Even the greatest traumas and struggles can be overcome. You don’t have to achieve fame and fortune to live a meaningful and wonderful life and to be truly alive.

    • It may not be an easy road to get there, but it’s possible for anyone to get there.

    • This is open to everyone, but it’s hard to do the work and get there.

    • Life can be much more fun than you think!

  • We have to look past the limited perspective of our own egos and experiences to understand the beauty of life.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Mihaly’s Faculty Profile

Media

  • Positive Psychology Program Article

  • NPR Interview - 10min - What Makes A Life Worth Living?

  • Brain World Magazine interview

Videos

  • TED: Flow, The Secret To Happiness

  • FLOW + THE RISE OF SUPERMAN - BOOK REVIEW MIX!!

  • Flow Animated Book Review

  • Living In Flow - The Secret Of Happiness

  • Philosophers Notes: Creativity

  • Flow Theory In Less Than Five Minutes

Books

  • Flow: The Psychology of Optimal Experience (Harper Perennial Modern Classics) - 2008

  • Creativity: Flow and the Psychology of Discovery and Invention (Harper Perennial Modern Classics) - 2009

  • Good Business: Leadership, Flow, and the Making of Meaning - 2004

  • Finding Flow: The Psychology of Engagement with Everyday Life (Masterminds Series) - 1998

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the internet with more than four million downloads and listeners in over a hundred countries.

In this episode, we have one of the absolutely living legends of psychology on the show. We discuss the greatest unanswered questions in psychology, the biggest thing that people misunderstand about flow, what advice young people can take away from our guest’s incredible career and what he thinks about the absolute, biggest takeaways from his own research and much more with our guest, Mihaly Csikszentmihalyi.

We had the incredible honor and privilege of interviewing Mihaly, who is literally one of the living legends of psychology. I'll be honest with you, the conversation wasn't easy. He's 84-years-old, he could barely use some of the interview equipment, it was hard to hear him at times and the interview was really tough. The audio quality is not amazing. We thought for a long time about whether or not we should air this interview.

Ultimately, we decided that the lessons and ideas and insights shared by Mihaly, who is one of the pioneers of psychology research, the person who coined the term ‘flow’ and has done so much powerful psychology research, we felt that we still needed to air this episode and share it with you.

I will tell you that the audio quality is not great. The content is really good, but it was a hard interview to do and we put a lot of thought into whether or not we should air this. It's a great conversation and I really hope you enjoy it.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com.

You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word “smarter”, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we showed you how to turn your fear into health, wealth and happiness. If you want something you've never had before, you have to do something you've never done before. That means suffering and taking risk. Building a positive relationship to suffering is one of the most important life skills you can master. Suffering is the true training ground of self-transcendence. With our previous guest, Akshay Nanavati, we showed you how to choose your struggle and build meaningful suffering into your life. If you want to overcome the fear that's been holding you back, listen to our previous episode.

Now for our interview with Mihaly.

[0:03:08.2] MB: Today, we have another legendary guest on the show, Mihaly Csikszentmihalyi. Mihaly is a Claremont Graduate University’s distinguished professor of psychology and management. He's a best-selling author and the founder and co-director of the Quality of Life Research Center. He's a member of the American Academy of Education, the American Academy of Arts and Sciences, the National Academy of Leisure Studies and his work has been featured on NPR, the Ted Stage, Wired and much more. Mihaly, welcome to the Science of Success.

[0:03:36.1] MC: Thank you. I'm glad to be here.

[0:03:38.6] MB: Well, we're very excited to have you on the show today. I'd love to start out with what differences you found in the research that you conducted around how people respond to trauma. I found that to be a really interesting piece of your work. I'd love to understand why do some people respond to trauma in a negative way and why do some people respond to it in a positive way?

[0:03:58.1] MC: We have of course, general notions, which are supported by the data and that people who have not only concern about themselves and their own well-being, more resilient to things that happened to them. They're more concerned about the well-being of society, or family at least, the country and so forth.

We suffer for different reasons psychologically. Physically, we suffer pretty much the same way. Although, even physically some people are much more sensitive and even more than this, but psychologically, we are different in what hurts us, what makes us feel bad and what makes us feel enraged and willing to fight and so forth.

There is no one reason, but certainly the overall issue is what do you identify yourself with? Do you think of yourself as being just the body in which you live, or do you see yourself as being part of a family, ethnic group, religion, or whatever. That depending on where you draw the boundaries of your own being will determine what will upset you and how much and what you're willing to do about it.

[0:05:40.1] MB: That makes me think of one of my favorite quotes from the book Learn Happiness, which is the idea that the self is a very poor site for meaning.

[0:05:49.3] MC: Oh, yeah, yeah. If that's all that you care about and consider, then you put all your eggs in a very fragile basket that sooner or later it’s going to be breaking down. It's good to define yourself in terms of larger and more stable entities. Then it’s through beyond that, not only is true that no man is an island, but we are all connected. If we recognize the connection and the size of and the permanence of our self as [inaudible 0:06:39.5]. I don't know if that's what you came – you conclusion is from that saying that that's how I would expand in that maxim that you had mentioned.

[0:06:53.0] MB: I think that's a great insight. Makes me think of – this is a tangential shift in the conversation, but in your work and research that you did around flow, how did you find, or what did you uncover around the root causes of happiness?

[0:07:10.5] MC: Yes. Flow and happiness is not exactly the same thing, because flow is a state that it's a momentary state of experience. Our happiness is a general stand towards life that doesn't change that much. Flow comes and goes depending on what we are doing at the moment. Of course, if your life is full of flow, it's going to be a happy life, a happier life than one that is more filled with boredom or anxiety. If you have more flow, you are likely to have a much better life, be happier overall.

[0:07:56.5] MB: How do we consistently create flow states within our lives?

[0:08:01.6] MC: Well. It means flow depends on two conditions of your consciousness, or your psychology. The two conditions are one, is that you see challenge that you think you can't deal with. Then the second is that you have the skills to do something about the challenge. If you have those two and you use them in your everyday life, you are more likely to be in flow more.

I knew a painter who lived in a garret across an alley from a house across the alley. If he looked out of his window, he could see the world, a blank wall of the house about 12 feet away from his window. He could put himself in a state of flow by looking at the bricks and their connections to each other and the different colors of the mortar around the bricks and imagine pictures and that he could draw on that, inspired by the momentary sight of the connection between the bricks.

This guy could get flow from the processing of visual information, because that's – he could walk across the intersection in the loop in Chicago and looked up and see the shadow of a building and a skyscraper, but a different skyscraper. He looked at that shadow and he would get ecstatic because, he said, “Wow, look at that. Look at that.” Then most people wouldn't even notice it. If they noticed it, they say there is a stupid shadow there on a building. What can help?

To him, the visual information that he got was enough to put him in a state of almost ecstasy, because he – it produced in his mind all kinds of connections and ideas that he could play with and that was enough. Most people, of course depend on external information that's produced to make them feel better, like comic strips, or television shows, or Broadway shows, or whatever, where the stimuli are organized by experts who make them pleasant and interesting and exciting to the viewer.

There are people who don't depend so much on the external organization of information, because they can do it on their own one way or the other. I mean, not just visually, but people who go around and are impressed by the expression on the face of children in the street, or other people they meet and they imagine where they last maybe and they feel the envy, or sorrow, or at what they see. That fills out their mind at the time and makes them want to do something on the other end.

They are always willing to help others and to get involved with others. That is the life they live. That's the world they live in. We make these worlds paying attention to what goes on around us and connecting with that information one way or the other. Either the information make you seem made, or makes you sad, or makes you want to do something, that makes you want to escape. The information is there and how we react to that will determine the quality of our lives. For some people, the life is full of opportunities to help others. For others, their life is full of things to escape from, because they don't want to see the – feel up, and so they want to get into a safe room where they are in control and powerful. They do that by taking drugs, or getting drunk or whatever.

In that respect, we are the masters of our faith. We can decide, learn to stop with our life that we linked to some, those that we set out. As I said, I am going to not to get upset about things, but try to help others and myself, or others who just try to see the beauty of what's around them and just – who’s mind is full of ideas that they hope to realize sometimes in the future. Our life is quite malleable. We offer to, “Oh, my God. I build out this deck of cards and I don't have any aces in it. I'm going to lose this game.” Others who say, “Okay, I don't have aces, but I still can get a good game of what I build out.” That's just what how I see the world. I don't know if that makes sense, but and that’s for me.

[0:14:23.9] MB: That definitely makes sense. I'm curious, how do you think about creating flow states and flow experiences in your own daily life?

[0:14:33.0] MC: Well, my life as a child was not that secure and safe as that of many others. Not as bad as many others either. I think the first time I realized that you can change your state of mind was during a train ride from Italy to Hungary with my family. I went across part of your Europe. There I was looking at the window and we were just entering the Alps in Norton Italy and we were crossing the Alps. I looked out the window and I looked at the mountains and they were so incredible, different from the seashore where I used to live.

I realized that by looking at this peak and glaciers around me, I could change my feeling of boredom, which has started with just being bored in the train and looking outside. I realized that the world had all kinds of things that sure can be interesting. If you look at them and try to follow and imagine what they could be and how it could to be there, then that would make your life much more interesting, than waiting for things to happen than to have fun.

That feeling stuck with me after the voyage, after, it took a long time and we were – the train was bombed by the artillery as we were crossing Yugoslavia and South [inaudible 0:16:33.2]. It was not an easy ride, but it was something that changed – I think I didn’t know that at the time of course, but looking back, I think that was when I first realized how your moods depends on how you – what you choose to look at and what you choose to think about when you look at things. That gave me a feeling that you could modify how you felt.

After that, I tried to look for that feeling, control over your environment by just changing the way you look at it and what you are thinking about it. I had a lot of brothers. A half-brother who was very good at paying attention, because he was a European champion of sail – how do you call the airplanes that go without engines? Just riding the currents of the air? Sailcraft? They are not really popular now, but the 1930s, 1940s, those were used – this airplane which was made of bamboo, or light wood, covered with really canvass and then you were pulled up by a regular plane, a small regular plane. Then your rope was – you were pulled by a rope by a plane and then when you got to a certain altitude, you disengage the rope and you were on your own.

What kept you up is that you went over currents of air and you had – you knew that the air above roads for instance was much more – the road would get warmed up by the sun and the air and there would be an updraft of air above the road. You will try to follow the road, but they were a few thousand above. You could stay up in the air, because of the updraft from the warm air on the road. Then you found other things; factories, lakes and so forth that changed the air.

This brother of mine who was the European champion and then it meant that he stayed up in the air for longer than everybody else during the competition. He stayed up I think 19 hours, 19 and a half hours without an engine, but just traveling across central Europe finding air currents. This brother was very influential, because his mind could get focused and process small bits of information that nobody else noticed that he could use to keep his plane aloft. It showed me that you have to do things, if you used your mind and paid attention to things, you could do things that most people don’t even notice there, or have idea that they exist.

[0:20:17.9] MB: Flow is definitely an amazing state that can transform the way you interact and engage with the world.

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[0:21:39.3] MB: I’m curious. Changing gears a little bit, what do you think is – as someone who’s been in this field for so long and done so much research, out of your own perspective, what do you think is the greatest unanswered question in psychology today?

[0:21:55.4] MC: There are of course – It depends – I’ll try it a little, but on what kind of things you are interested in and you an expert in, because some people will tell you very different things than what I will tell you. I don’t believe that these are the greatest alarms that crushes psychology. Whatever I tell you, they are the greatest alarms of question as far as I am concerned as a psychologist and in my expertise.

I really do think that what I would like to know a lot more about is the way which children learn to process information, in terms of what they get interested in. What is it that keeps them alert, awake, wondering about the world and so forth? Because that will determine the large extent of what they will do as adults, how they will spend their life. We really don’t know how to harness their energies and the drive that they have, point them in the right direction.

We tried to do that of course by teaching them good things, taking them to church and all these good things that we know would help them. That’s not necessarily what happens, because they don’t know why they are learning these things and they know that they have other things that they are interested in that they would rather do. They feel that they’re forced into a direction they don’t understand and they don’t want to depend, then don’t necessarily subscribe to.

The question is to what extent you have to change that, or to what extent the changing of their attention, what they attend to, what they try to accomplish. If you want them to become good, responsible and happy adults, what do you have to – how can you achieve that? How much freedom they need? How much encouragement, or exposure, or challenge to give them? That is varies a lot of child to child, then from environment to environment.

For instance, when we brought up our children, we tried very much to make sure that they have enough challenges in their environment, but not too hard ones and too difficult ones. Then we realized that we can do know exactly and we had to pay attention closely to what the children like, then harness their interest and curiosity by leaving them good opportunities to fulfill their curiosity, so that it could be a very good proposition that they enjoy what they do, they are motivated to what they do. Also, we know that what they are doing is rightful, then good for their growth and for their – they will be going in the right direction.

That is quite then difficult high-wire act for parents. Most of them luckily succeed without even thinking about it, but just follow things that they feel are right and they tend to do that more often than not, they are right. Our kids, where this is – took their own growth very quickly. I mean, we allowed them to explore what they like to do and they encouraged them and gave them new opportunities in-line what they were doing.

They both resulted – had very nice lives that they have children and they are very grateful. That’s very satisfying of course. It’s the things. I mean, you have to pay attention. You have to try to put yourself in their shoes and understand more they are living through and we try to have them on all [inaudible 0:27:08.6].

[0:27:10.4] MB: For somebody’s who’s listening, who let’s say is a younger person, 25-years-old something like that, what is the biggest mistake, or pitfall that you would warn them against falling prey to?

[0:27:25.9] MC: Well, I think there are so many crucial periods in life where you can go wrong. At that age, I think it’s not that different from before or after, but I think more – perhaps, it’s a more crucial period for becoming either too conservative and too traditional in your life and your profession and family and being too unconforming and thoughtless about what you are doing. I mean, there is a lot to learn from the culture, even the society we live in, with family, because entities have been alive for a long time.

They usually survive by not making too many – too drastic mistakes. You should be open to learning. At the same time, it’s important to trust your own experience, trust your own feelings and the actions to the world and that little ground between conformity and thoughtless, instinctive action, that middle ground is I think, it’s always a problem all through life to find the middle ground.

I think around 25, it really is the one of the crucial – if not the crucial moment, or period in which you have to establish the relation between yourself and the environment in which you have that comes to mind at the moment.

[0:29:28.5] MB: What is the biggest thing that people misunderstand about flow, or your research in general?

[0:29:36.3] MC: As I like to realize, that stage will work out only before you have developed a strong sense of identity of who you are. The stage before intimacy is identity formation. In the early 20s, late teens, you develop a sense of who you are and what you can do well, what you can do well, what you should be doing, or what you should be doing well. On the basis of knowing who you are and you can achieve intimacy on a more stable way, because you are less likely to get involved in intimate relations that are not build the whole personality of this thing.

Anyway, it’s not an easy thing to go through life, but especially the more complex the society is, the more opportunities there are to make bad mistakes, as well as good ones. I mean, the good thing about that, at times that you are not attached with an identity with the past. even a 100 years ago, if you are lucky you had the chance to develop into a person, with a strong identity and a strong intimacy.

Dependent, so much of the fickle senses of the development of the family, which will be a little exciting. Most people was not starting to condition where they were – they didn’t have the luxury to explore who they were and what they could do, so they had to follow the conditions and lived up to the conditions they were having by portion, by faith. They have that even to make ourselves more in the shape of what we want to become and what’s good for us, we have that opportunity.

Then on the other hand, what we are comforted with is social abundance of choice and so many different directions that it’s difficult to figure out what is really – who should be and what we should be doing. That’s possible. I thought more and more people will get to understand that task and trying to achieve it.

[0:32:36.5] MB: If you could really succinctly summarize in just one or two sentences for someone who’s not familiar with your work, what is the one thing you would want them to take away from the decades of research that you’ve done on flow and psychology and the human condition?

[0:32:52.2] MC: Well, I think one – I hope people would take away from some of the work I did is that the realization that their faith, their destiny, their future is not cut out for them to just follow on what happens to them on their side. They have the freedom to make life better and more worthwhile and meaningful for themselves. That even there is no – they don’t have to achieve fame and fortune and riches and comfort to be truly alive and involve and enjoy life.

It’s not an easy job to get there, but it’s really possible to everybody. Some of the happiest people I met and those who have been struggling with these issues, but had paid attention through their own life and discovered for themselves that they should trust their own instincts, but also trust the needs of people around them and the conditions around them and have to somehow harmonize, bring harmony between their own needs and the environment and [inaudible 0:34:29.7] and the possibilities that will be in there.

It’s not rocket science. It’s something that is open to everyone, but it’s hard. It’s hard, because we get so attached to the most obvious aspects of what surround us; the superficial, the loud, the colorful things that happen. These are parts of life. They are okay, but they’re not the secret, I don’t think of a good life. That you have to build up by yourself brick by brick and it can be a lot of fun. Much for fun than just enjoying the life of the rich and the famous that we get from so much of the media and that this is the life that’s part of it.

It’s hard, but it’s possible. I hope that everybody thinks about it and hears about it who have had to do it. In that sense, I give my best wishes to my ordeals. I don’t pretend to have the struggle the secret of life, but I do think that to the best of what I find possible resources, then I try to do it and it’s been fun in life, is the same from those who had taking and listening and had decisions.

[0:36:13.9] MB: Such a great insight that once we look beyond and look past our own limited perspective and our own ego and experiences, we can really start to uncover and understand the true of beauty of life. It may not be an easy journey, but it’s something that’s a path open to everyone.

[0:36:32.0] MC: To everyone, and it can be fun.

[0:36:34.8] MB: It could be fun. Exactly.

[0:36:37.7] MC: Okay. Okay.

[0:36:39.1] MB: Well, Dr. Csikszentmihalyi, I really want to thank you for coming on the Science of Success. It’s been truly, truly an honor to interview someone as incredibly legendary as you. Thank you so much for taking the time to speak with us and our listeners.

[0:36:50.7] MC: Thank you very much.

[0:36:52.7] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Remember, the greatest compliment you can give us is a referral to a friend either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes because that helps boost the algorithm, that helps us move up the iTunes rankings and helps more people discover the Science of Success.

Don't forget, if you want to get all the incredible information we talk about in the show, links transcripts, everything we discuss and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top.

Thanks again, and we'll see you on the next episode of the Science of Success.

November 07, 2019 /Lace Gilger
Focus & Productivity, High Performance
Akshay Nanavati-01.png

The Truth About Fear & Why You’ve Got It All Wrong with Akshay Nanavati

October 31, 2019 by Lace Gilger in Mind Expansion, High Performance

In this episode, we show you how to turn your fear into health, wealth, and happiness. If you want something you’ve never had before, you have to do something you’ve never done before. That means suffering and taking risks. Building a positive relationship with suffering is one of the most important life skills you can master. Suffering is the true training ground of self-transcendence. With our guest Akshay Nanavati we show you how to choose your struggle and build meaningful suffering into your life.

Akshay Nanavati is a Marine Corps Veteran, speaker, adventurer, entrepreneur and author of "Fearvana: The Revolutionary Science of How to Turn Fear into Health, Wealth and Happiness." He is also the founder of the nonprofit, the Fearvana Foundation. His work has been featured in Forbes, Psychology Today, entrepreneur.com, CNN, Huffington Post, Military Times, FOX 5 NY, ABC, NBC and other media outlets around the globe.

  • From drug addiction to marine corps Bootcamp - to hunting for bombs in Iraq - how Akshay learned to deal with fear

  • The toughest battle Akshay had to fight was coming home - dealing with PTSD and suicidal thoughts

  • We live in a world that demonizes stress, anxiety, fear, pain and suffering - and yet in the psychology and neuroscience research shows us that our emotions are normal and inevitable

  • We don’t live in a world of life-threatening risks anymore, and so our brain creates these risks

  • There are no bad or good emotions, there are only emotions

  • Fear is not the problem, its the fear of fear

  • No emotions are good or bad - we assign and create the meaning via our beliefs

  • Humans are meaning-making machines - we naturally create meaning out of everything

  • Your problem is that you are waiting for the fear to go away.

  • What you are labeling yourself can powerfully shape your experiences. Typical behaviors like “depression” “PTSD” etc are just brain patterns, and they can be re-written using “Top-Down Neuroplasticity”

  • Don’t wait for the fear to go away, act despite the fear.. or once you learn to train yourself.. BECAUSE of the fear

  • The best things in life come from struggle.

  • The struggle is neurologically required for growth.

  • Building a positive relationship to suffering is the single most important skill to master.

  • “Hebbs Law” - neurons that fire together, wire together

  • London taxi drivers have a physically larger brain memory structure in their brain because of their need to know the complex back streets of London

  • There is a war in your brain for neuronal real estate - use it or lose it.

  • Should you try to SEEK Suffering instead of AVOID suffering?

  • "There is no coming to consciousness without pain. People will do anything, no matter how absurd, in order to avoid facing their own Soul. One does not become enlightened by imagining figures of light, but by making the darkness conscious.” - Dr. Carl Jung

  • “Until you make the unconscious conscious, it will direct your life and you will call it fate.” - Dr. Carl Jung

  • You are not weak when you feel fear.

  • Visualize yourself in the process of going through the struggle, the suffering, the tough part of your goals - not the easy parts at the end.

  • You have to “put yourself into the suck."

  • There is tremendous beauty in pushing through and into your fears.

  • Adversity and struggle are both inevitable and desirable

  • Don’t wait for the fear, seek it out, train in it.

  • Everything worthwhile is hard, and you have to train yourself to fall in love with suffering. Fall in love with the process.

  • Be with what is, but don’t be what is.

  • “Suffering is a training ground for self-transcendence”

  • You cannot get better at something without doing it.

  • Train yourself “in suffering”

  • Exercise is a “miracle grow for your brain.” If you could put all the benefits of exercise into a pill, it would be the best selling pill of all time.

  • There is bliss in pain. There is tremendous bliss in pain.

  • If you want something you’ve never had before, you have to do something you’ve never done before. That means suffering and taking a risk.

  • If you don’t proactively search out a proactive worthy challenge - something to struggle and suffer for in your life - then suffering will find you anyway.

  • Don’t follow your passion, find your "worthy struggle."

  • Stop looking for quick gratification, push yourself into a worthy struggle and commit entirely to it.

  • “I like the pain that is necessary to be a champion.” - Arnold Schwartz

  • You don’t discover a passion you develop a passion.

  • You have to put yourself in uncomfortable situations to develop your passion.

  • Train yourself in the journey, love the journey - but it’s not a journey its the STRUGGLE that really matters.

  • You only evolve when you suffer. That’s why lottery winners typically lose their winnings. When you struggle for it, you become a different person.

  • “There is no finish line"

  • Progress is not the elimination of problems, the problem is the creation of new problems. Learn to fall in love with problems.

  • The greater the struggle, the greater the evolution. Call forth more suffering.

  • Once you push into fear, you will find your nirvana on the other side.

  • Bliss is on the other side of fear.

  • Stillness is so important in today’s distracted world.

  • Homework: Find one little thing to test yourself. Do a little thing to push yourself outside your comfort zone. Don’t just do it, come back and reflect on it. Journal about it.

  • “The Action-Awareness Cycle” - Take action, and then come back and reflect on it.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Akshay’s Website

  • Akshay’s Wiki Page

  • Akshay’s LinkedIn, Twitter, and Facebook

Media

  • Fearvana Media Directory

  • Mark Pattison - “Finding Nirvana by Embracing Fear, with Akshay Nanavati” By Mark P

  • Bloomberg (Travel Genius) - “How Many Push-ups Should You Do on a Plane?” By Mark Ellwood and Nikki Ekstein

  • Thrive Global - “Why Failure Is Necessary To Evolution” By Apoorva Mittal

  • Entrepreneur - “6 Lessons This Marine Veteran Learned Overcoming PTSD, Alcoholism and Suicidal Thoughts to Build a Successful Business” by Akshay Nanavati

  • Forbes - “Fearvana: How Millennials Are Using Fear As A Gateway To Bliss” by Jules Schroeder

  • Your First 10k Readers - “HOW TO CONNECT WITH INFLUENCERS, GET FEATURED ON MAJOR MEDIA, AND REACH MILLIONS ACROSS THE GLOBE” by Nick Stephenson

  • Chris Guillebeau Interview - “FROM PTSD TO “FEARVANA”: AKSHAY NANAVATI’S QUEST TO RUN ACROSS EVERY COUNTRY”

  • Inc - “The Marine, the Dalai Lama, Overcoming PTSD, and Overcoming Fear” By Joshua Spodek

  • [Podcast] Mindfulness Mode - 359 Turn Fear into Health, Wealth and Happiness; Fearvana Author Akshay Nanavati

  • [Podcast] Jordan Harbinger - 289: Akshay Nanavati | Fearvana: Finding Bliss from Suffering

  • [Podcast] Finding Mastery - AKSHAY NANAVATI, MARINE CORPS VETERAN - FINDING MASTERY 176

  • [Podcast] Superhuman Academy - THE NEUROSCIENCE OF FEAR & HOW TO CHANNEL IT FOR GOOD W/ AKSHAY NANAVATI

Videos

  • Fearvana YouTube Channel

  • From broken-down alcoholic to sober and thriving

  • B-SCHOOL W/ MARIE FORLEO VID BY AKSHAY NANAVATI

  • INKtalks - Akshay Nanavati: Find strength in fear

  • Abel James - Akshay Nanavati: Fearvana, One Trick To Break Any Habit & Why He’s Running Across the World

  • Knowledge for Men - Akshay Nanavati: Existing to Living

  • Thai Nguyen - Meet Akshay Nanavati | Marine Corps Veteran Conquering Every Country...On Foot.

  • The New Man - How to Fall in Love with Fear | Akshay Nanavati Fearvana | Interviewed by Tripp Lanier

  • Wysa - Live Q&A: Akshay Nanavati and Chaitali talk about PTSD

  • Hustle Island - How To Deal With Fear as an Entrepreneur with Fearvana's Akshay Nanavati

Books

  • FEARVANA: The Revolutionary Science of How to Turn Fear into Health, Wealth and Happiness by Akshay Nanavati

Misc

  • [SoS Episode] The Hidden Brain Science That Will Unlock Your True Potential with Daniel Coyle

  • [Book] Thinking, Fast and Slow by Daniel Kahneman

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet with more than four million downloads and listeners in over a hundred countries.

In this episode, we show you how to turn your fear into health, wealth and happiness. If you want something you've never had before, you have to do something you've never done before. That means suffering and taking risk. Building a positive relationship to suffering is one of the most important life skills that you can master. Suffering is the true training ground for self-transcendence. With our guest, Akshay Nanavati, we show you how to choose your own struggle and build meaningful suffering into your life.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How to Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word smarter, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we discussed how to get started building your network and traffic online. We learn exactly how to build an audience from scratch, shared insider lessons from the best content marketing approaches, talked about how to get your content to go viral and uncover a mind-blowing Facebook advertising strategy and showed you why e-mail is one of the most important marketing channels with our previous guest, Joe Fier. If you want to build an audience from scratch, check out our previous episode.

Now, for our interview with Akshay.

[0:02:08.6] MB: Today, we have another awesome guest on the show, Akshay Nanavati. Akshay is a Marine Corps veteran, speaker, adventurer, entrepreneur and author of Fearvana: The Revolutionary Science of How to Turn Fear Into Health, Wealth and Happpiness. He's also the founder of the non-profit, the Fearvana Foundation. His work has been featured in Forbes, Psychology Today, CNN and many, many more media outlets. Akshay, welcome to the Science of Success.

[0:02:34.5] AN: Thank you so much for having me here, Matt. It's a real pleasure and honor.

[0:02:37.9] MB: Well, we're so excited to have you on the show today. I love your work and all this stuff you talk about. I also really like that you have the word adventurer in your bio. That's just a really cool line. I think everybody wants to be an adventurer, or at least in my – I definitely want to be an adventurer.

[0:02:52.1] AN: Yeah, it's a beautiful thing for sure.

[0:02:54.2] MB: That's great. I'd love to start out with before we dig into a lot of the science and the research and the strategies around how to turn fear into health, wealth and happiness, I want to start with your personal story and how you got on this journey.

[0:03:10.9] AN: Yeah. It's been a long road to get to this point now with all the work that I do with Fearvana. The journey to Fearvana began when I moved to the US at about the age of 13. I moved from India and Singapore. Soon after moving here, I got very heavily into drugs. I lost two friends to drug addiction.

I was in a pretty dark space. I used to cut my own arm. I still have scars on my arm from cutting myself and burning myself. I did many things that sometimes I wonder how I made it out alive and thankfully, I did. I was heading down that path with just my two friends that I lost. Thankfully, my life changed after watching the movie Black Hawk Down. I don't know. Have you ever seen that movie, Matt?

[0:03:48.7] MB: Yeah, definitely. It's an awesome movie.

[0:03:50.4] AN: Yeah, very powerful movie, right? Watching that movie was a trigger that changed my life almost overnight. Stop doing drugs, join the Marines, despite two doctors telling me that boot camp would kill me, because of a blood disorder I was born with.

Obviously, I survived. Through the Marines, I started to find the beauty in adversity, the beauty in challenging myself and exploring really the limitlessness of the human potential. I started doing other things, like mountain climbing, cave diving, skydiving, ice climbing, I mean, you name it. Nature became my playground to push myself and test myself.

Then in 2007, I was deployed to Iraq as an infantry marine, where one of my jobs out there was to walk in front of vehicles looking for bombs before they could be used to kill me and my fellow Marines. Pretty dangerous job as you might imagine, but it taught me a lot, once again on navigating the experience of fear and having to deal with it. I then ultimately thrived in the experience of war.

My toughest battle really was after coming home. I struggled with PTSD, depression, alcoholism. I was on the brink of suicide. I was at a point in my life that I just binged drink just liters of vodka a day, until one morning I actually pictured myself walking over the kitchen picking up a knife and slitting my own wrists. That was a very dark moment in my life. That was the trigger to changing everything.

After that is when I started researching neuroscience, psychology, spirituality. Initially, it was just to heal myself, but it led me on this far more meaningful quest to figure out how do we collectively navigate human suffering, because obviously I'm not the only person who suffered, right? I spent years researching, reading books and just really delving deep into the subject. Then eventually, led me to Fearvana and everything that I do now with the book and the whole line of work and everything I do around this concept and this ethos of Fearvana.

[0:05:28.5] MB: Such a powerful story. I'm so thankful. I know the listeners will be thankful too that you made it through that tough struggle. Now you're on this mission to help people and help people understand fear and what it really is and the power that can come with fear. Tell me more about that.

[0:05:53.1] AN: Yeah. As I started researching and started learning to heal myself, I realized one thing just a real life experience that everything worthwhile I had done, had been absolutely terrifying and extremely hard. Yet, we live in a world that demonizes things like fear, stress, anxiety, pain, suffering, adversity. When people hear these words, nobody thinks of them as positive words, right? We don't frame them as positive emotions, positive experiences. We demonize them.

Yet in all my research – my life experience validated this. As I started researching, I came to learn that neuroscience and psychology, even in spirituality, all validate that we don't control what first shows up in our brain. They've done really, really fascinating studies with neuroscience that will show that they can actually register – they can find in someone's brain and that they've done – they can register in their subconscious, they've done an action before they actually consciously do that action.

If I pick up a glass of water next to me, it's registered in my brain before I physically do it. Spirituality is showing the same thing. Even if you think about it just logically, I mean, if I'm sitting in a room right now, right? Somebody walks in here with a gun, I'm not choosing to feel fear. Fear just shows up as an automated response, as a reaction to this external stimuli, because that's a normal reaction to a life-threatening risk. The reality is we don't live in a world of life-threatening risks anymore. We create these risks. Our brain is not designed for this world.

As I was researching this, I realized that the problem was not this fear, this stress, this anxiety, it was the demonization of this. Even post-traumatic stress disorder, for example. When I was diagnosed, they told me that I have PTSD, because I struggled with things like survivor's guilt. I lost a friend in the war and I always felt it should have been me that died instead of him. I was jumpy with loud noises. I didn't like crowds. They told me that these were symptoms of post-traumatic stress disorder.

As I was doing all this research, I realized that being jumpy when there's loud noises is just a normal human response to war. My brain learned to say that loud noises equals death, so inevitably after the war, I was just a little bit more hyper vigilant than everybody else who hadn't had that life experience and that experience at being in war. I stopped labeling a disorder and I came to realize that the symptoms of post-traumatic stress are not indicative of a disorder. By separating myself from that self-identity, that label of disorder, I could ultimately create a new one.

That's how I stopped demonizing any of these emotions and came to realize that there are no bad or good emotions, there are only emotions, and it's up to us to decide what we do with them. So much research has even shown this. They've done studies, for example with students taking a math test. They showed that people had equally high – a bunch of groups of students had equally high levels of cortisol, which is the stress hormone, but the students who performed well were those who believed that they weren't anxious as a result of math. The other students who performed poorly said that they were – “I get anxious at math.”

It wasn't the cortisol and the stress levels that was a problem, it was their belief about stress. That's the real thing. Fear is not the problem. It's the fear of fear. It's the same thing with stress. Stress is not the problem, it's the stressing out over stress. That's how I learned to find value in all these emotions. Even my post-traumatic stress, so just as a practical example, what I did was I found meaning in my survivor's guilt. I put a poster up of my friend that I lost in the war and it said, “This should have been you. Earn this life.” The guilt never went away. I just learned how to use it, as I did with all these “negative emotions.”

[0:09:08.7] MB: Wow. That literally gave me goosebumps. Such a powerful message. The point that you made that there's no good or bad emotions, we assign and create the meaning of our emotions largely through the filter of our beliefs. Explain that to me more.

[0:09:28.7] AN: Sure. Yeah, we create a meanings to everything. We're meaning seeking creatures. There's a great researcher named Dr. Michael Gazzaniga, something like – I forget how to say his last name, but Gazzaniga, something like that. Amazing research he's done to show how we're all meaning seeking creatures. Even if there's parts of our brain missing that we're actually not able to create meaning, we'll find meaning anyway. We'll create meanings. We're doing that to external stimuli and we do that to the internal stimuli off our emotions as well.

As a tangible example of this, when I went rock climbing with somebody, she felt really scared. She felt terrified of the climb. Climbed anyway. We got to the top. Came back down. The problem was not her fear. After coming back from the climb, she said to herself things like, “Why was I scared and you weren't?” I wasn't scared on this particular climb. For me, it was easy. Now not because I was braver than her, but because my brain had created a relationship to these experiences that said these things aren't scary, these things aren't a risk, so that doesn't warrant the experience of fear anymore.

She created a meaning saying, “I'm scared, means I'm weak. If I'm scared of this and you weren't, then how will I write my book? How will I be successful? How will I build a business, because I'm scared of everything, right?”

I worked with another student of mine who said, “I'm just waiting for the fear to go away, so I can quit my job and start my business.” I said to him, “That’s your problem. You're waiting for the fear to go away,” but he believed he should be fearless, because we hear those things all the time. We assign meanings to our emotions and that is the real problem. In spirituality, Buddha said that we're all stabbed by the two darts of suffering. I call the second dart, syndrome. The first start is the one we don't control. It's if I stub my toe against a door, the first dart is the pain. Or if I'm sitting in this room and somebody comes in here with a gun, the first dart is the fear. I'm not choosing that. It happens as a neurological and psychological response to external stimuli.

The second dart is when I start saying things like, “I'm scared, because I'm weak, or my toe hurts. This door is stupid. Bad things only happened to me. Why does God hate me?” The self-dialog, we go into as a response to the emotions. I've seen this with people from all walks of life, people from struggling with depression, anxiety, PTSD.

I had one person I worked with who is labeled with the depression by a therapist. She started saying things to herself like, “I am depressed. I have depression.” It became her self-identity. Instead of saying things like, “My brain goes to a state of depression from time to time, but I'm not my brain and my brain is not me.” We are not our brain patterns, right? We are not those neurological patterns that we don't even control. They're wired into us as a result of everything that's happened in our lives. That's why I never even labeled myself alcoholic. I was refusing to assign myself that label of alcoholic. Instead, choose whoever I want to be and not be defined by these emotional stimuli.

Alcoholism had just become a pattern in my brain, right? It's neurological wiring that my brain had learned to say stress equals drinking. That's not me. It's just a pattern and I can rise above that pattern. Through conscious effort, you can actually change patterns in your brain. I mean, that's how building habits work. It's called top-down neuroplasticity.

Neuroplasticity is basically the science of the – the brain's ability to change itself. You can literally change the physical and neuronal structure of your brain. Top-down neuroplasticity is when you consciously make efforts to change your brain. You consciously notice a pattern, rise above that pattern and decide who you want to be outside of that pattern. One of the most important things I ever share and just has been a game-changer for me is we are not our thoughts, our emotions, our experiences. We are the thinker of our thoughts, the feeler of our feelings and the experiencer of our experiences. Recognizing that space is everything. That space will shape your destiny; what you do in that space between what shows up and who you choose to be outside of that.

[0:13:00.1] MB: So many powerful points. I want to come back and dig more into top-down neuroplasticity and this idea of rewriting the brain. Before we do, you said something a minute ago that is one of the most important lessons that transforms your life once you realize it and yet, so few people do, which is this notion that it's not about waiting until the fear goes away. It's about acting despite the fear. Or if you can get really good and train yourself, it's acting because of the fear.

[0:13:31.1] AN: Yes. Absolutely, because it's not going to go away. It's a standard part of life. We respond with fear; fear, sadness, stress, anxiety, these are all normal human emotions. They're just part of the journey. By seeking to avoid them, you actually do yourself more harm. You would retreat to the easiest course of action. Neurologically, that's what we're going to do. Dr. Daniel Kahneman, Nobel prize-winning psychologist wrote this amazing book, Thinking Fast and Slow. He said that we are naturally lazy creatures. The brain is naturally lazy and it will retreat to the laziest course of action.

You have to notice that. Paradoxically at the same time, we are wired to seek novelty. When we do things that excite us, we release dopamine, that’s your hormone in the brain. It releases another chemical called Anandamide. The word ‘anan’ comes from the Sanskrit word ‘bliss’. This neurological wiring is paradoxical in a way that with the same time, we will retreat to the laziest course of action, because we seek comfort. Yet, we thrive on novelty, right?

We have to become aware of that and realize that it's not going to go away. The best things in life come from struggle. Even neurologically, struggle is required. You have to in order to build new brain patterns, you have to navigate your way to making those mistakes. Neurologically, you make these mistakes and your brain learns what to do and then it rewires itself. Even on a neurological level, Daniel Coyle writes this beautifully. He says, “Struggle is not optional. It's neurologically required.” You got to suffer. I like to say, to suffer well.

To build a positive relationship to suffering is the single most important skill to master. If you can learn how to suffer well, you can do anything. Because not only will you be able to thrive when life punches you in the face, which we all know it does from time to time, but you'll also be able to smile in the face of the inevitable challenges that stand between you and anywhere you want to go, because everything worthwhile in life will be hard. Embracing the suffering and the struggle of the experience will give you the means to keep pushing forward, no matter what comes in your way.

[0:15:20.5] MB: Incredible insight. I want to dig more into this notion that the importance of building a positive relationship with suffering and this idea that suffering is neurologically required in our lives, tell me about that.

[0:15:36.4] AN: Yeah. Dr. Daniel Coyle wrote about this beautifully in one of his books. I was researching plenty of this in writing my own about how struggle is neurologically required. Because if you think about how brain patterns work, right? Hebb’s law, it's this neurological – the science of neuroplasticity is called one of these rules, called Hebb’s law, which essentially states that neurons that fire together wire together.

If you think about a practical level with my drinking, right? Stress equals drinking. At that level, it's these neurons that fire together at this is how you respond to the world. In order to change that, you have to cultivate new neuronal wiring. Even if you just think as you're walking on a road, A to B, these pathways become stronger and stronger. The analogy I use in Fearvana is if you think about a sled going down a hill, when you put the sled down like a track on in the snow and you go down the same track over and over and over again, the snow gets deeper and deeper. As you go on the same track, the sled is trapped in this path, right? In order to change it, you have to fight your way into new snow, right? You have to consciously pick up the sled and go onto a new track.

Initially, that's hard as you build a track. Once you do, then it becomes easier and easier, easier. You have to go through that little struggle initially to change your pattern, to rewire the brain. Now I don't have any neurological data to prove this, because I didn't measure my brain science – I mean, take the brain scans at a time. I can say with 100% certainty, that my brain is going to look different now than it did when I was battling these demons.

They've done plenty of studies to show this. They've shown that for example, London taxi drivers, they have a bigger hippocampus, which is the part of the brain associated with memory, they have a bigger hippocampus than others, because they are forced to memorize the streets of London. The London taxi drivers have this huge ability to memorize these backroads of London, which is apparently very complicated. As a result, their brain has physically changed and they have a larger hippocampus. You're changing your brain as you – whatever you pursue, that will help you change your brain.

There's another principle of neuroplasticity called use it or lose it. What you're not pursuing, it will die out. This myth if we use only 10% of our brain is very flawed. We use a 100% of our brain and whatever part is not being used, it's going to be taken over by another part of the brain. You can almost think of it like a war. There's this war happening in your brain for neuronal real estate. If a part is not being used, that part will then be overtaken by other parts.

They’ve done something one quick really interesting study and outside of the morality of doing this on a animal testing level, these researchers took the hand of a monkey and they measured every part of the monkey’s hand to see what part of the brain would trigger. The right pinky and the top of the right pinky, what part of their brain would fire when they touch that right pinky? They did this to every – I mean, it was an amazing study. They did this to every single part of the monkey's hand.

Then eventually, what they did was again, outside of the morality of this, but what they did was they cut off two of the monkey's fingers. What happened was eventually, they found that when they touched another part of the monkey's hand, it actually was firing in the part that used to be previously associated with these two fingers that were cut off. Our brain is always fighting for neuronal real estate and you really want to be conscious about what you are putting in your brain and what is actually going to fire, because one way or the other, it's going to be used.

[0:18:50.3] MB: That's a great point to just touch on briefly, this idea that you have to be super conscious of all the little inputs in your brain, because there's so many subconscious influences. I just want to ping that point, because it's so important. I want to circle back and talk more about suffering, because we have such a fraught, confused relationship with suffering in our society. Tell me about how is it possible to have a positive relationship with suffering? Isn't suffering something that we should try to avoid?

[0:19:20.0] AN: That's the idea, right? That we should avoid suffering and because it's hard. The nature of anything challenging, like these fear, stress, anxiety, suffering, these are not negative, but they are more challenging than let's say joy, or calm, or happiness, right? They are more challenging emotions. That's why we run away from them. One of my favorite quotes of all time from a psychologist, Carl Jung, he says, “There is no coming to consciousness without pain. People will do anything no matter how absurd to avoid confronting their own soul. One does not become enlightened by imagining figures of light, but by making the darkness conscious.”

You have to go into those dark spaces. You have to suffer and bring that into the conscious self, so you can do something with it. He also says, again one of my favorite quotes, until you make the unconscious conscious, it will direct your life and you will call it fate. Like you touched on earlier, we are all operating from the unconscious. We operate on autopilot most of our lives and even, just again, studies have shown we operate at a very high percentage unconsciously. We live our lives on complete autopilot based on everything that shaped us into who we are today.

In order to change those patterns, we have to go into the uncomfortable spaces. We have to suffer to train ourselves to build a positive relationship to that. You do that – I mean, there's many ways. Fundamentally, you stop labeling fear, stress, anxiety as negative. You stop demonizing these emotions. You stop demonizing the experiences and recognizing that there are only emotions and only experiences and it's up to us to decide what we do with them.

Fundamentally, this is just the mindset shift of not demonizing fear, stress and anxiety is huge. Because the world will tell you, “Be fearless. Don't be scared. Eliminate fear. I mean, eliminate stress.” We attach words like disorder to anxiety and that's nonsense. That sends us down the second dart syndrome of this conversation that, “I'm weak, because I feel fear.” When you feel fear, no matter how it shows up, no matter how it shows up, I mean, sometimes I feel afraid sitting in my house alone and I live in a very safe neighborhood in New Jersey, which is crazy considering the things I've done in my life, right?

I've walked in front of vehicles looking for bombs. I've jumped out of planes. I've done a lot of crazy dangerous things and here I am feeling scared sitting alone in my house. The thing is it doesn't matter how fear shows up. What matters is that it's there and I acknowledge this presence. It's just okay, fear is here. What am I going to do with it? Stop demonizing it is the fundamental starting point.

The next thing you can do, there's all kinds of tools that have been proven to be helpful, like visualizing yourself moving through the fear and not just on the other side, like law of attraction will say visualize yourself all happy with the million dollars walking down the beach. Research has actually shown, it's more valuable to visualize yourself in the process of overcoming the obstacles you face. Whenever I go for long runs, because I'm an ultra-runner now, so I do a lot of things, like recently, I ran 80 miles around a point two mile loop for 20-plus hours. It was a brutal psychological torture.

What I will do when I do these things is I'll visualize myself in the suffering, in the pain, which I know I will experience and rising above it. Visualizing yourself moving through the struggle. What is the value, the reward on the other side of that struggle, having clarity of purpose, of intention, of mission, knowing why you are embarking on this journey. When I joined the Marines, two doctors told me would kill me, right? Boot camp would kill me. I didn't care. I knew what I wanted to do and I was going to do it no matter what. Having clarity of purpose.

Then fundamentally, you can listen to every podcast, listen to me talk, read a book, this, that and the other thing, but you have to put yourself in the suck. You have to experience the suffering and push yourself one step, one step further, one step further. I mean, today I ran 80 miles, right? Recently, I spent seven days in darkness. I do very intense things. This didn't happen overnight. I used to be terrified of Ferris wheels. I used to be terrified of everything.

Whatever your limit is, push it one step, push it two steps, keep going, keep going and you'll actually start to find that there's tremendous beauty in this. I mean, even on a neurological level, there’s really a fascinating set of chemicals, this chemical cocktail of Fearvana that I call it, that releases when you push yourself into these experiences. You'll find that it's actually the most valuable thing you could possibly do.

Psychologist, Professor Mihaly Csikszentmihaly, he's this author of this book Flow. He said, “Contrary to what we usually believe, the best moments in our lives are not the passive receptive relaxing times. The best moments usually occur when we push our bodies and minds to their limits in a voluntary effort to accomplish something difficult and worthwhile.” This is a direct quote from one of the largest studies on happiness. That's what he found that. The keyword there is a voluntary effort. I call it a worthy struggle.

Find that struggle worthy of who you are and who you want to be. It doesn't have to be running ultra-marathons, it doesn't have to be skiing across polar icecaps like I do. What's your worthy struggle? I have friends who are about to be a grand master in chess, right? Writing movie scripts, writing a book, whatever it may be. Find that struggle worthy of who you are and who you want to be and the journey becomes more enjoyable, even through the pain, and there will be pain. It's inevitable. Pain is beautiful.

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[0:25:09.7] MB: I want to dig in to a number of different things you said. Let's start with this idea that adversity, or struggle is both inevitable and desirable.

[0:25:21.4] AN: Yeah. I mean, we all know it's inevitable, right? You're going to suffer in life. People who have seemingly everything, right? People with all the money, the success, fame in the world, we see that in Hollywood all the time, right? They're struggling with mental health issues, with addiction. You can try to go through life without it, but it's going to hit you. It's going to hit. It hits everybody.

I've worked with nine-figure entrepreneurs who are battling their own demons, right? It's going to show up no matter where you are in life, which is why I say don't wait for it, seek it out, train in it. Any emotion you are struggling with, any experience you are struggling with, the only way to get better at it, deliberate practice, right? Putting yourself in situations of struggle and that's how you train to get better at it. Even in emotion, you can actually train yourself emotionally as well.

For example, one of things I do today is I will consciously watch scenes from war movies knowing they will make me cry, knowing they will make me cry and they always do. They tear me up. I do this, because instead of letting my guilt, letting these emotions that I struggle with, letting my darkness and my demons consume me and take control of me, I put myself in those situations consciously and I train in them. I do this through ultra-running and I do this to writing a book was one of the hardest things I've ever done. I'm building a business. Everything worthwhile is hard. You have to train yourself to fall in love with that suffering, to suffer well.

It's fundamental and it's actually – like I said, it's enjoyable. I mean, I know when I go on long runs, I will go through moments, like just recently a couple weeks ago, I ran 72 miles and I hit this soul-crushing low at Mile 48, like soul-crushing. I was in such a dark space. I just sat there being in pure victim mode, complaining about life, how much everything sucks, I don't want to be here, I wanted to call an Uber to quit and go back home. I said, “All right, just pause. Let's take one more step.” The pain was overwhelming.

The beautiful thing about pain is that it's all-consuming. There's a purity to pain that when you're in pain, when you're in suffering, there's nowhere else to be but in the consumption of that pain. Then you get to decide what you do with that pain. I like to say that suffering is a training ground for self-transcendence. You know how we talked about that top-down neuroplasticity, right? Being conscious about changing your subconscious. That's what your self-transcendence is.

You rise above your feelings, you rise above your experience, you rise above your thoughts and choose who you want to be outside of them. Suffering trains you to transcend the self. It's the best training ground you can possibly get for self-transcendence and it will show you how to keep moving forward through the suck, through the pain, through whatever you're feeling. A mantra that I often use to guide me is be with what is, but do not become what is. This is how I move through pain when I'm in it and I'm in it a lot.

[0:27:47.7] MB: Incredible quote. Suffering is a training ground for self-transcendence. The point that you bring up in relation to that, this idea that we shouldn't wait for the fear, but we should actually seek it out. We should train in it. I love that phrase, “Train in the conditions that you're afraid of.”

[0:28:04.8] AN: Yeah. I mean, it's the only way to get better at it, right? I mean, it's the only way. That's why the Marine Corps boot camp, they push you through struggle. It's very, very hard. You cannot get better at something without doing it. The misconception of flow that I often see is there's these two states of deliberate practice and flow, right? People say in flow that there's this paradigm has been set, which I think is highly destructive, that when you're in a flow state, life is easy and everything is grand and beautiful and sunshine and rainbows and it's not.

Just as Professor Mihaly Csikszentmihalyi is the father of flow, Dr. Anders Ericsson, he's the father of deliberate practice. I call Fearvana the middle ground between deliberate practice and flow. You have to struggle. Then you will find yourself in moments of flow state, where you're just in the zone and you're no longer in the struggle, but you're going to go on this back and forth journey. Everything worthwhile, we'll have this dance between the two.

When I've climbed mountains, when I'm in ultra-running, the beautiful – why I love ultra-running is you get to experience everything; intense highs, intense lows, moments when you're in flow, there is no time, and moments where you just get to ponder everything about life. You get to experience the entire spectrum of the human condition in one moment, which is why I love it.

Train in whatever you want to do. I mean, and when you suffer well, when you train an – exercise is one of the best way, best ways to do it, to train in suffering. Because barring serious physical issues, almost anybody can do it. One neuroscientist, he calls exercise “miracle growth for the brain,” because on a neurological level, it dramatically improves the way your synaptic connections and how your brain functions.

Another neuroscientist said that if you could put all the effects of exercise into a pill, it'd be the best-selling pill of all time. Plenty of research has shown exercise is one of the best things you can do for beating depression and any mental health issues. On a spiritual level and even a psychological level, exercise trains you how to suffer well. You can apply those lessons in other areas of your life as well. That's why you got to train in it. I recommend exercise, no matter what your path, no matter what you're seeking, build some exercise routine, because it'll not only improve how your brain functions to pursue whatever task you want to pursue, it'll teach you to suffer, which will help you handle the inevitable adversity of life.

[0:30:04.5] MB: It bears repeating one more time, this notion that you should train yourself in the act, in the art, if you will, of suffering. It's important to seek out proactively suffering in your life, so that you can build that skill set, so that you can build that muscle, and so that you can grow, thrive and ultimately, transcend.

[0:30:24.5] AN: Yeah. You'll obviously hate it at first. It sucks. There's moments where it's horrible, but that's the best thing – as you do it more, you will start to develop a love for it. That's really counterintuitive, but there is bliss in pain. There is tremendous bliss in pain. You just have to go into those spaces to find it.

Again, you can't evolve without suffering, even whether it be neurologically, spiritually, psychologically. I mean, if you want something you've never had before, you're going to have to do something you've never done before. That means taking a risk, that means stretching your comfort zone, it means ultimately suffering. Put yourself in those spaces and you'll find an ability to transcend yourself.

[0:30:57.0] MB: A minute ago, you touched on a related piece of this, which is finding a worthy struggle, or a worthy challenge in your life and how if you don't proactively seek out a struggle for yourself that you think is worthy, struggle and suffering will find you.

[0:31:14.5] AN: Yeah. I like to say if you don't seek out a worthy struggle, struggle will find you anyway. It will. We all know that, right? Anybody listening to this, anybody in life has gone through some pain in life that's inevitable. A worthy struggle gives you the means to handle that pain and handle whatever pain you face. Now as I mentioned, right? I have this picture of my friend that I lost in the war up on my wall and says, “This should have been you. Earn this life.” My demons, my darkness, my pain, it became fuel to do the work that I do now with Fearvana, to help others through this work.

That worthy struggle is everything. Viktor Frankl, one of the best books of all time in my opinion, he wrote this book Man's Search for Meaning. He was a psychiatrist who survived the Holocaust in Auschwitz. He talks about how we could find meaning even in suffering and that's the ultimate quest. That's what we are here is we are meaning seeking creatures on a neurological level, but finding meaning to our lives, finding that path, that purpose, that is your worthy struggle. I call it a worthy struggle, not passion, because – Passion is a good thing.

To have passion for your pursuit is great, but the idea of following your passion in today's world often conveys this notion that if I do, then life will be rainbows and unicorns, right? If I love what I do, I'll never have to work a day in my life. That garbage.

It's going to be hard. I love what I do, but there are days where it sucks. It's really, really hard. Everything I do, building a business, writing a book, running ultra-marathons, right? I'm planning to ski across – ski to the North Pole in a few months. All these things are brutal. They're absolutely challenging. I have passion for them, but that doesn't mean it's easy. I call it your worthy struggle. That struggle worthy of who you are and who you want to be. You’ll find it by looking around the world, seeking references in your own world, look at references in your life, like what makes you come alive? Look at people who are doing things out there.

The ways to grow are basically surrounding yourself with people who are more advanced than you and then you'll learn, you'll grow, you'll be forced to adapt and to transcend yourself to evolve and to adapt into this environment of people who are more advanced than you. The other way is to suffer. Put yourself in those spaces and you'll find out, is this really for me? Then you'll challenge yourself and you'll discover what you're capable of.

Start looking for references of things around you and things in your own life that will show you okay, what could potentially be my worthy struggle? Then pursue that path. It might not be the right, but my path has changed, right? I joined the Marines and initially wanted to go career, but I changed that path and now I do what I do with Fearvana, but no regrets for that life experience.

Stop looking for that instant gratification, that okay, if I do this, then I'll immediately will be – it'll find the answers, right? Push yourself into a worthy struggle and commit yourself entirely to it. This myth of work-life balance I think is very flawed. Forget about the idea of balance, consume yourself. Obsession is a beautiful thing. Let your dream consume the entirety of your soul. Let it consume your dreams, let it consume your being and obsess yourself onto that path.

I talk about my personal life in my work just like I'm doing now. I talk about my work and my personal life. It is me. It is entirely me. Fearvana is my ethos, it's my world, I live, breathe, sleep and I will die Fearvana. Let it consume the entirety of your being and ultimately, you'll find joy and beauty in that pain. Arnold Schwarzenegger put it beautifully, one of the greatest bodybuilder of all time. He said, “I like the pain that is necessary to be the champion. I don't like sticking needles in my arm,” but he enjoys the pain that was necessary to be the champion. His version of being a champion was to be a bodybuilder.

We all have different meanings of what it means to be a champion. Find that. It's not just about software the sake of suffering. I used to cut myself, burn myself, there was no virtue to that pain, right? Find the pain that is worthy of who you are and what it means for you to be a champion.

[0:34:37.3] MB: You bring up another great point, which is this notion of not seeking out quick gratification, not looking for the easy path, “not finding your passion,” which we talked about so much in today's blogosphere and all the content online. Instead of finding your passion, find something to struggle with, find something to suffer for that's really meaningful and important in your life.

[0:35:01.7] AN: Yeah. I mean, and that's – and passion is developed. Passion, you don't discover your passion, you develop passion. As an example, Michael Phelps used to be terrified of swimming, terrified of swimming. He became Michael Phelps, one of the most – he won more Olympic medals than anybody in history, the greatest swimmer of all time. He struggled and through struggle, you would develop passion.

Find, pursue struggle, pursue a worthy struggle, pursue a meaningful struggle and passion will develop as a result of that. Not the other way around. You got to put yourself in those uncomfortable situations to figure out your passion. I mean, I used to hate long-distance running and now here I am doing crazy things, right? Running 80 miles, or I ran 167 miles across Liberia last year to help build a first sustainable school out there. Various things like that as a result of testing and putting myself out there and finding that worthy struggle.

[0:35:50.1] MB: This is very interrelated with what we've been talking about, but this notion of actively putting yourself in uncomfortable situations is such a cornerstone. You've talked at length about it. If you look at performance psychology, if you look at some of the world's top chess players, the world's top martial artists, the world's top competitors across any field, you see the same themes again and again and it all begins with embracing discomfort and pushing into it, instead of recoiling from it, or trying to avoid it.

[0:36:20.3] AN: Yeah. Like you said earlier, right? We live in a world that does that. I mean, like I was saying, Carl Jung says, we will do anything to avoid confronting our souls. We live in this world of instant gratification. We're taught we can get – I mean, these bones; social media, watching Netflix, little dopamine machines that's teaching us to get instant jolts of dopamine into our brain. That is so destructive, so destructive.

It is highly addictive and we see that all the time, right? It is teaching us that we can get joy from instantly – instant results. You can’t. Anything worthwhile in life is going to take significant effort in which you need to do is train yourself to fall in love with the journey, that the journey itself is a destination. The pursuit is where the passion lies, right? Falling in love with the pursuit, not just the result.

Again, the world will tell us that we'll be happy when we get six-pack abs, when we get the million dollars, when we get the car. We're always looking for the easiest way to do that. You see this nonsense all the time, right? I've seen this ad on TV, walk 14 minutes a day and you'll get six-pack abs. I train like a beast and I know it's so incredibly hard, incredibly hard to get that.

The whole point is it's missing the point anyway. You see even with diet, right? We'll say those things like, you don't need exercise to lose weight. I get it. Yes, that's true. I get it. Diet is more important in terms of losing weight than exercise. What all these mentalities miss, miss the point is that it's not about the result of losing 20 pounds, or the six-pack abs, or the million dollars, it's about the person you become on the journey. You will only evolve when you suffer.

This is why we see people who are lottery winners, they win millions of dollars, but not only do they lose it very, very fast, it doesn't improve the quality of their lives, because they haven't become someone different by earning that money. When you win it in a lottery, you haven't changed who you are. When you suffer for it, when you struggle for it, you become a different person. The value of the results you get is not the results you get, but the person you become on the journey to getting those results. That is everything.

[0:38:13.7] MB: Incredible point. Even the notion that I really like replacing – you hear all the time the cliché, it's about the journey, it's not the destination, right? I really like replacing the word journey with struggle, because that contextualizes it in a way that makes so much more sense. It's about the struggle, it's about who you become through that struggle. It's not about getting to the end-point. Lottery winners is such a perfect example of that.

[0:38:43.5] AN: Yeah. The thing is when you get to one end point, there'll be another one waiting for you, right? One of my other mantras that I use is there's no finish line. I always repeat to myself, there is no finish line. The only real finish line is death. Reminding yourself that until then, there will be another struggle. Progress is not the elimination of problems, progress is the creation of new problems. No matter what happens, no matter what result you get to, there will be a new problem that will show up. Learn to fall in love with those problem, because they're going to be there anyway. That's not a bad thing. You just want to keep having new problems.

I still struggle with all kinds of anxiety on a regular basis at the things I do in my life, on a regular basis. I still hit some very, very low moments, but I've learned and I still – I sometimes forget my own advice. Don't get me wrong. I'm a human after all, right? I've learned to say okay, great. Embrace this anxiety. This is it. In fact, I do this counterintuitive thing when I go for runs, I'll actually wish for it to be harder, because I know that I cannot evolve without suffering. I say thanks to myself like, “All right, I'm going to pray for the devil himself to rise out of hell and attempt to crush my own soul, so I can stare at him in the eyes and bury him in his own blood.”

I know that's a very dark intense thing, but the point is that I am hoping for the devil to commit his entirety of his being to the destruction of my soul, because I know the more suffering, the more pain, the more suck I go through, the greater the evolution, the greater the struggle, the greater the evolution. It's very counterintuitive, but by seeking out more suffering, by actually calling forth more suffering, it makes it that much easier to embrace the suffering of the journey. I've seen this show up all the time on runs, in building my business.

Recently, I spent seven days in pitch darkness isolation and silence to confront a fear of stillness that I had. Extremely challenging. I said, “Bring it. Bring out the darkness. Let the devil himself show himself to me and I'll face it.” I wished for it to be as hard as possible. It was pretty challenging as you might imagine.

[0:40:35.3] MB: Incredible. Once again, I love the way you phrase that. Very Marines of you, very military perspective, but very cool. This notion of calling forth suffering and the idea that the bigger the struggle, the bigger the evolution, that's another key point. It's not just that you have to suffer to evolve, to grow, to improve, it's that the more you suffer, the bigger the growth. If you want to improve your life, if you want to make a big change, if you want a big result, if you want to achieve something truly great, the path to doing that is to seek out as much suffering as you can on that journey.

[0:41:14.5] AN: Yeah, absolutely. Seek it out in whatever way you can find. Again, it doesn't have to be ultra-running, or what I choose, right? Find your own Fearvana. Find what Fearvana looks like to you, your path of Fearvana, as I like to call it. Once you push in the fears, you'll find the Nirvana on the other side. That's what the ethos of Fearvana is. It’s these two seemingly contradictory ideas that are in fact very complementary, and that fear is an access point to bliss and enlightenment.

[0:41:40.9] MB: I want to dig into making that more concrete. You obviously have pursued all kinds of extreme activities and adventures as we talked about earlier. What would be a simple example of a worthy struggle, or maybe a couple simple examples of worthy struggles, or some starting points to discover a struggle for somebody who wants to walk that path?

[0:42:06.8] AN: It could be anything. Could be raising a child. I mean, God knows I was a nightmare of a child to my parents, so that's probably the greatest worthy struggle. I always joke with my mom and dad that I bless them with the diversity in Fearvana by being a terrible kid. Raising a child is a worthy struggle, writing books, building a business, whatever you want to do, work in a job, everything is going to be hard, right?

Asking yourself what is my path. You've got to take some time to be still on this journey, because when you – We touched on this earlier, right? That we are constantly being affected by our environment. Everything we take in the environment is going into our subconscious. They've done some interesting studies where they call it the Jennifer Aniston neuron, where they put people into a brain scan. When a picture of Jennifer Aniston would show up on a screen, it would light up a particular part of their brain. If the person had watched a lot of Friends, it would light up even stronger, right? If a person watched Simpsons, their brain would light up when Homer Simpson would show up, or different things like that. These little things are constantly affecting our brain.

What happens is it becomes very hard to separate ourselves from what the world tells us we think we need to be happy in a program path to follow, versus what we really need and what we – what is like. It's going to be a combination. No matter how self-aware you are, no matter how much time you spend within yourself, inevitably, you are affected by the external influences of the world. They are shaping – I mean, from the day you're born, your parents have shaped belief systems in you, mental models in you, they've taught you about how the world works, you've learned how the world works as you go through life, right? Inevitably, your external environment and your world will shape who you are internally.

To separate yourself and create a distinction, take some time for stillness. Stillness is so important and another thing that rarely happens in today's world, because we're filled with distractions, right? I mean, phones, watching TV, drinking, drugs, anything, but sometimes even the positive things. For a long time, I realized that skiing across an ice cap, or climbing mountains was just really distracting me from myself, because I was running away from my demons.

Today I still do those things, but I do it from a very different level of consciousness. Taking time for stillness to be within, to go into those spaces of pain and just to figure out what is – who do I want to be on this path? I mean, I engaged stillness in a very extreme way of obviously spending time, seven days in darkness. You can sit still, meditate, sit still in a room, just being with your own thoughts. Shutting off everything. Obviously, no distractions, no TV, no phone.

Be with your thoughts and see where they go. Allow them to go places. It's very, very challenging, like very challenging, but it's important, it's necessary to go into those spaces of stillness to really figure out who you are and who do you want to be for yourself and for the world around you. Stillness will help you tap into those spaces to find your own worthy struggle and the pursuit that will ultimately bring you more meaning to your life, whatever that means for you.

[0:44:51.4] MB: Taking the time to listen, to journal and reflect, to think about what's going on in your life and what the research often calls those kinds of activities, our contemplative routines are such a critical component of performance, of self-awareness, of all of these results.

For somebody who's listening to this conversation, what would you say would be a starting point, or one piece of homework that you would give them to begin their journey? What would be one action item to say this is the first step on the path to having more suffering in your life?

[0:45:29.5] AN: First step is just find one little thing to test yourself. It could be skydiving, train for a 5K, go to a bar and talk to a member of the opposite sex, that's really scary. I recently went on a date and I was absolutely terrified. First time I went on a date in a long time. Do a little thing, just a little thing to push yourself outside your comfort zone. That's why I suggested exercise, because almost everybody can do that. Again, barring something severe and something, serious physical issues. Do a little thing to challenge yourself.

When you do, don't just do it, but come back and reflect on it. You mentioned this contemplative experiences, right? Like journal on it. I call it the action awareness cycle. Take an action and then get the awareness from it, reflect, journal. What did you gain from it? What insights did you find the value in it? I mean, our memory is doing this anyway. It's called memory reconsolidation. Do it consciously as well. That's how you'll start to find lessons and then ultimately, use those lessons to take the next action and the next action and the next action.

[0:46:24.2] MB: Akshay, for listeners who want to find out more about you, about your work, about the book, etc., what is the best place for them to find you online?

[0:46:34.5] AN: You can find me at fearvana.com. It’s F-E-A-R-V-A-N-A. The book is on Amazon and Kindle, paperback and Audible as well. 100% of the profits from the book go to charity and to some worthy causes we support as well. Just to let you know that yeah, the book is doing some good out there in terms of the funds we raise as well. That's how you can find me.

[0:46:55.8] MB: Well, this has been such a fascinating conversation. I love all the points about embracing suffering in our life, seeking out discomfort, training under struggle and suffering. Akshay, thank you so much for coming on the show, for sharing all this wisdom and all this knowledge with our listeners.

[0:47:13.6] AN: Thank you so much for having me, my friend. It was a real pleasure. Enjoyed our conversation.

[0:47:18.1] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

I'm going to give you three reasons why you should sign up for our e-mail list today by going to successpodcast.com, signing up right on the homepage. There are some incredible stuff that’s only available to those on the e-mail list, so be sure to sign up, including an exclusive curated weekly e-mail from us called Mindset Monday, which is short, simple, filled with articles, stories, things that we found interesting and fascinating in the world of evidence-based growth in the last week.

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Remember, the greatest compliment you can give us is a referral to a friend, either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes because that helps boost the algorithm that helps us move up the iTunes rankings and helps more people discover the Science of Success.

Don't forget, if you want to get all the incredible information we talk about in the show, links transcripts, everything we discuss and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top.

Thanks again, and we'll see you on the next episode of the Science of Success.

October 31, 2019 /Lace Gilger
Mind Expansion, High Performance
Joe Fier-02.png

How You Can Build Your Audience From Nothing with Joe Fier

October 29, 2019 by Lace Gilger in Career Development, Weapons of Influence

In this episode, we discuss how to get started building your network and traffic online. We learn exactly how to build an audience from scratch, insider lessons about the best content marketing approach, how to get your content to go viral, a mind-blowing facebook advertising strategy and why email is still one of the most important marketing channels with our guest Joe Fier.

Joe Fier advises businesses on marketing strategy and sales conversion to increase revenues. He consults and creates long-term selling assets for clients, which has generated over $50 million in revenue online. He runs a marketing and tech consulting company and full-scale content marketing agency. He and his Co-Founder at Evergreen Profits, Matt Wolfe are also the hosts of the Hustle and Flowchart Podcast and authors of The Evergreen Traffic Playbook, hosts of the Hustle and Flowchart Podcast and Evergreen Wisdom: Daily Habits & Thoughts To Optimize Your Business & Life.

  • Producing the best possible content was one of the inflection points for Evergreen Profits

  • Content Creation & Development is the cornerstone of their growth strategy

  • “It starts with content - that’s the inflection point"

  • Attracting the right people to your content hasn’t changed a lot in the last 10 years in the online world.

  • When Joe kickstarted his podcast, he went to his network and got it front of them

  • How do you build up a network or seed your initial traffic?

    • Places like Reddit, Facebook groups, Quora - get involved in a community, get involved in a bucket of an audience, interject or inject value with the content that you produce - and be consistent. You have to be consistently involved in the community.

    • You have to build your own “credibility” in the community before you post your own content

    • Go into the community and spend a few weeks JUST answering questions

    • Just keep adding a ton of value and get the other people to start self-promoting for you

    • Get to know the OWNER of the subreddit or the MODERATOR of the subreddit (same strategy Sol used) that’s the KEY

      • Invite them on your podcast

      • Give back to them

      • Create win-wins for them

      • Help them with content or monetization

      • Build a relationship for them

      • Hop on Skype with them, ask what their needs and desires are, and help them solve it

  • Spend a minimal budget to kickstart a piece of content

    • Reddit Ads

    • Quora Ads

    • Facebook Ads

      1. Dennis Yew’s Strategy

      2. Target the audience of your podcast guests, and spend $1/day for the ads and have a show notes image/link to the podcast

      3. Target their name, their audience, their company, or a related audience, and then sync that up to a piece of content that that audience will love

      4. Promote every single episode with a direct target on FB - promote their show notes

    • Google Ads

      1. Find niche keywords that no one is bidding for

      2. Sync the content to that keyword

      3. Run a low budget ad to an initial piece of content

    • The target goal of the ads = join our email list

      1. Then have retargeting ads after they’ve visited the site

  • Email Opt-Ins for a new audience

    • Run these $1/day ads targeting Brene Brown on FB and point them straight to the show notes page

    • There’s no commitment on their part, and you’re selling them on the podcast

  • Retargeting

    • Warm approach “Exclusive notes on this Brene Brown interview - click here to get them absolutely free"

    • Driven by FB retargeting after they’ve already visited your page

    • Start low and work your way up as you see it working / frequency getting higher

    • They will have a pool of 10 potential ads and they will assign a budget to the pool, and FB will pull the various ads - let FB’s algorithm do the work for you

  • Repurpose episodes into something more visual for FB / Instagram / Ads

  • They try to do the opposite of the “Launch” model

    • Have a longer-term mindset and know that the content you’re putting out in the world will live there for a long long time

    • Create amazing valuable content that will pass the test of time

    • Always try to follow up, the money is made on the follow-up

    • Don’t try to rush the sale, don’t be too pushy, lead with value

  • Homework: Start an email list and create a good opt-in freebie + pair it up with a checklist or short opt-in guide

    • Then set up retargeting + simple FB ad strategy to bring people back to what you’re doing

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Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

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Right now, LinkedIn is offering Science of Success listeners their first $50 on the Talent Solutions platform absolutely free! Just go to www.linkedin.com/success to find the right candidate for your project today!

Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Joe’s Website and Podcast

  • Joe’s LinkedIn, Twitter, and Facebook

  • VideoSalesLab

Media

  • [Article Directory] Joe’s articles on Evergreen Profits, Medium, and ThriveCart

  • Joe’s Quora page

  • [Article] Influencive - “The Ultimate Solution to Break Out of Procrastination and Build Your Big Vision” by Joe Fier

  • [Article] Capitalism.com - “It’s About Who You Know: 7 Powerful Methods for Making Connections That Will Boost Your Business” by Joe Fier

  • [Podcast] The Unstoppable CEO Podcast - Joe Fier | Tearing Your Business Down… And Building It Back Up

  • [Podcast] Sold with Webinars - Weird Ways To Monetize With Webinars with Matt Wolfe And Joe Fier | #56

  • [Podcast] Growth to Freedom - EVERGREEN PROFITS WITH JOE FIER AND MATT WOLFE [PODCAST 214]

  • [Podcast] Business Lunch - Episode 62: How To Make Money Podcasting (Without Even Charting On iTunes), with Joe Fier

  • [Podcast] Bacon Wrapped Business - How To Create Evergreen Profits with Matt Wolfe and Joe Fier

Videos

  • Evergreen Profits YouTube Channel

  • Podcast ep: Marketing Predictions & Lessons For 2019 - Matt Wolfe & Joe Fier

  • Joe’s Personal Channel

  • Matt Wolfe - How To Make Money On Udemy - Miguel Henrnandez & Joe Fier

    • Our New Book - Evergreen Wisdom - Matt Wolfe & Joe Fier

  • Eco Chateau - Health + Happiness HACKS | Episode 13: Joe Fier, Entrepreneur & LifeHacker

    • Health + Happiness HACKS | Episode 14: PART 2 w/ Joe Fier, Mind Altering Substances

  • SoCalMeeting - How To Quit Your Day Job & Interview With Joe Fier

Books

  • The Evergreen Traffic Playbook by Matt Wolfe and Joe Fier

  • Evergreen Wisdom: Daily Habits & Thoughts To Optimize Your Business & Life by Joe Fier and Matt Wolfe

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[00:00:11] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet with more than 4 million downloads listeners in over a hundred countries.

In this episode, we discuss how to get started building your network and your traffic online. We learn exactly how to build an audience from scratch, share insider lessons about the best content marketing approaches. Talk about how to get your content to go viral. Share a mind-blowing Facebook advertising strategy and discuss why email is one of the most important marketing channels you could still be using with our guest, Joe Fier.

I was recently closing a big software deal and I was thinking about how the lessons and themes from the Science of Success have been so valuable to me as an investor and business owner. I realized that I'm leaving a lot of value that I could be creating for you, the listeners, on the table. I believe that many of the things that we teach on the Science of Success are some of the biggest and most important business success factors today.

To that end, we’re launching a new Science of Success segment focused on business. These episodes will air every other Tuesday and will not interrupt your regularly scheduled Science of Success programming. Everything we teach on the show can be applied to achieving success in your business life, and now we’re going to show you how to do that along with some interviews of the world's top business experts.

So with that, I hope you enjoy this business-focused episode of the Science of Success.

Are you a fan of the show and have you been enjoying the content that we’ve put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on their along with a really great free course that we put a ton of time into called How to Create Time for What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That successpodcast.com, or if you're on your phone right now, all you have to do is text the word SMARTER. That's S-M-A-R-T-E-R to the number 44222.

Have you always wondered if the law of attraction is real? In our previous episode, we dug into the science behind visualization. Manifesting and much more to find out what really works and what doesn’t. we shared strategies for accessing your intuition and aligning your emotions, your intuition and your rational thought processes to super charge your brain. We talked about how you can beat impostor syndrome and much more with our previous guest, Dr. Tara Swart. If you want to attract the things that are most important to you in your life, listen to our previous episode.

Now, for our interview with Joe.

[00:03:04] MB: Today, we have another interesting guest on the show, Joe Fier. Joe advices businesses on marketing strategy and sales conversions to increase their revenue. He consults and creates long-term selling assets for his clients, which has generated more than $50 million in online revenue. He runs a marketing and tech consulting company and a full-scale content marketing agency. He and his cofounder at Evergreen Profits, Matt Wolfe, are also the hosts of The Hustle and Flowchart Podcast and authors of The Evergreen Traffic Playbook and Evergreen Wisdom: Daily Habits and Thoughts to Optimize Your Business in Life.

Joe, welcome to the Science of Success.

[00:03:37] JF: Hey, Matt. Thanks for having me here.

[00:03:39] MB: Well, we’re super excited to have you on the show today and dig into a little bit more kind of business-focused content than we typically focus on the show, but I think this is going to be a really insightful conversation for the listeners and I think we can pull a lot of really good insights out of this.

[00:03:54] JF: Yeah, we’re just doing that pre-talk and there’s a lot of overlap.

[00:03:57] MB: Yeah, might have to release the preshow conversation as a little piece of bonus content or maybe we’ll play it after the credits roll for those of you who want to stick around.

[00:04:06] JF: Right on.

[00:04:06] MB: But I’m curious, I mean, it’s such a fascinating skillset. I mean, obviously, we spend a lot of time thinking about digital marketing kind of on the backend of Science of Success as well. But I’m curious, what was the, or was there, kind of an inflection point in your career where things really started to click or you really started to figure out what actually drives growth online. What actually makes companies or businesses scale in a digital way?

[00:04:32] JF: Yeah, that’s good question. It took a while. Ironically, we started with it, but then I kind of diverted a little away from the core thing. I believe it’s content is producing the best possible content, like you guys are with this podcast. We do that with our show as well. We started off blogging just in different niches and kind of learning, and we always shared our results, and that’s exactly what we’re doing with the podcast still, and I know you guys do the same thing.

Giving that value in terms of a good piece of content there and then putting it out to the world and then doing that. That’s our focus, is content development and creation and using that around all of our marketing. Then that just pairs up and then allows our network to grow. Again, the podcast is a perfect part of that as well. But I believe it starts with content. That’s kind of the inflection point.

I diverted a lot into one-on-one stuff, consulting and kind of agency work, and we’ve moved more into like, “Hey, the foundation needs to be content,” because that’s going to attract the right people that you want to work with. Kind of weeds out a lot of the tire kickers that might not be the best time for them to take an action with you. But to the content, at least there’s value that they’re going to get from there and they might tell some of their friends and refer the qualified folks you’re with.

That’s really the key, is producing a great content that really flows from you, not something that you should try to force yourself into. Podcasting is great. We love to talk and that can get produced into videos, and transcripts, and notes, and newsletters, and all sorts of cool things. But that’s where I believe it starts for us.

[00:06:15] MB: I think that’s a piece of advice that you hear a lot and I feel like many people create content that may not be high-quality content, which could be part of the problem and probably is. But I feel like there’re so many content creators out there who create a bunch of content. They think it’s awesome. They kind of put it out there and a lone tumbleweed blows by and nobody really sees it. It’s almost a chicken and the egg type of situation.

If you have great content or you think you’re creating high-quality content, how do you actually get people to start listening to it, start paying attention to it? How do you get it in front of folks? Because I know growing traffic is obviously a huge component of what’s made you guys so successful. You realized that content was super important, and then how did you start to really get distribution for that content and get traffic and get it in front of people?

[00:07:02] JF: Yeah. We started off, and this is where we kind of began. Back in the day, we started about 2010 marketing online and the blogging days. To be honest, the modalities have changed a little it, but attracting the right people on the kick-start content hasn’t changed a lot. We started in for-marketing. Actually giving value, responding to people’s questions, and there we would drop a link to a post that we might have written or maybe it’s in our footer. Something that link to our property where the content was housed.

When we kick-started our podcast, let’s say, we went to our network and we went to all of these different places that we know we have some influence or at least we can attach ourselves to a community that is talking about the similar topics. Today, we’re actually starting to experiment a lot with Reddit. In the podcasting space, that’s something we’re starting to morph more into as podcast marketing. We’re doing some different things in that regard.

On Reddit, Matt’s kind of – My partner, Matt Wolfe, is kind of ahead in this stuff a little bit more, because he just nerds out on that stuff, is giving value in those communities. Reddit is great for that. Quora is amazing. We’ve interviewed a bunch of content producers, and one of the daily actions that a lot of these folks do is hit Quora, give value on there, answer questions and then have a link back to a piece of content that you produced. It could be anything, YouTube videos, podcast, blog, whatnot.

Facebook groups are amazing. If you can create these relationships and these groups that really value good content, and especially on these Facebook groups, people are very protective over the type of stuff that’s posted. Reddit definitely. Quora as well. As long as you can find these buckets of audiences, it always starts with audiences, and then just figure out how to interject some kind of – Or inject some kind of value in there with the content that you produced and then just keep the consistency up. You can’t do like a one shot and then just kind of hope that it’s going to take off.

The idea is to always kind of make it a daily checklist, something on that list that you’re just ticking the box, post something in Reddit, or you just answer someone’s question. That’s really a great way.

Then once you build up a network, so that’s great for someone starting out. The network, for a podcast or if you tag someone in something, always getting someone to share that whole virility factor, it’s extremely valuable. Again, it’s not going to be a massive push. But if you can pair that up with some paid traffic – So that’s what we really love to do. There’s a lot of different strategies you could do on all these places where you can spend a pretty minimal budget just to kick-start a piece of content.

Even with Reddit, there’s Reddit ads, Quora ads, Facebook ads of course, do a lot on Google as well. You could do these for as little as a dollar or $5 a day to kick-start a piece of content. From there, you can kind of just compound your efforts with more content or maybe more ad budget and more value to give to these communities.

[00:10:12] MB: That’s really interesting, and there’s a couple different things I want to understand about that. I definitely want to dig into kick-starting content with a small paid spend, because I think that’s a topic that’s really, really interesting. But before we do, one of the struggles, and this is just something personally that we’ve encountered along our kind of growth trajectory is when we were early on, we haven’t done a lot of kind of Reddit and Facebook marketing, but I’ve spent a huge amount of time on Quora, which we got a lot of traffic from.

But when I would go to a place like Reddit and go into some of the Subreddits that we’re affiliated with, things like Science of Success, and maybe I just didn’t understand the Reddit kit or whatever of how to do it appropriately. I would post something that I think is super valuable. I mean, I truly believe in the content we’re creating. I think it’s amazing. I think it’s really life-changing and we have tons and tons of people who email us and tell us that, and yet I would come in and say like, “Hey, you should check this out. This is a great interview with this world-class expert about this thing. Here’re the things you should do.” I got banned from like three Subreddits for self-promotion.

After that I was just like, “Fuck Reddit. I’m not going to waste any time on here.” I mean, have you ever had that experience or how do you kind of thread that needle to where you don’t get banned from self-promoting, because I feel like some of those communities like Reddit and some Facebook groups are so edgy about like you can’t post the link to your own content, and yet it’s like, “Well, what if it’s actually really good content? What if it’s directly relevant to what you’re talking about?”

[00:11:35] JF: It’s true. Reddit is – That’s probably the most difficult place to self-promote, and that’s where you have to really – It’s interesting. It’s like these are all little communities. You have to build your own cred before you start linking to something of your own, or really anything at that, because you never know how you’re tied in to that piece of content.

With Reddit, definitely every Subreddit has its own rules. Knowing what those rules are. I believe on the right side, if you’re on the browser online, they always have all the different terms that that Reddit owner or Subreddit owner is kind of looking out for in all those other – People who’ve joined Reddit, they’re going to support that. I mean, these people are by the book rules. They’re rabid, man. If you piss someone off, yeah, it’s very highly likely you’re either going to bet booted or downvoted, which screws up your karma on Reddit. That’s kind of how they judge things there.

With us, we’ll go to the podcasting Reddit and just purely answer questions and without any links or anything like that. Really, if you just do that, I would say for just a handful of weeks, and some of that content, the answer should come from your other content that you produced. That’s typically what we do. It’s a weed or repurpose what we’re already creating.

But overtime, we have definitely noticed people start sharing it or they’ll start upvoting it. So it gets a little bit more traction. Some people, we’ve seen now starting to post to other Subreddits. The idea is to kind of get other people that do that work for you, but there’s not a lot of shortcutting, the self-promotion, or you can’t start dropping links left and right. Same with Quora as well.

Facebook groups, same with Reddit groups. I mean, all these things. If you can get to know the owner of some of the moderators and really create a relationship there, because whoever owns that audience, that’s the person you really got to get in with. Of course, you can create your own groups. You can create your own Subreddit and all of that stuff, but then you got to actually work to build your own audience.

If you have your own Subreddit, I mean, you own the rules. We have our own for the podcast and it’s a slow growth, but definitely anything goes if you hold the rules to that group. But I would say there’s a lot of opportunity on Facebook groups for this and it’s probably a little easier than Reddit if you’re just starting up.

[00:13:59] MB: That’s actually a really, really key point and something that I hadn’t thought off from a strategic standpoint, which is targeting and getting to know the moderators or the owners of those, whether it’s a sub or a Facebook group or whatever. I mean, if you’re somebody who has credibility in your space. I mean, if we were to email somebody who has a personal development Subreddit and be like, “Hey, here’s what we do. Here’s who we are. Here’s who we’ve interviewed,” etc. It’s probably pretty easy to have a conversation and just talk to them on Skype for 30 minutes. Build that relationship. Start adding value. Then suddenly, when you get engaged in that Subreddit, they’re way less likely to be like, “Who the fuck is this guy?” Banned.

[00:14:36] JF: Yeah, exactly. It’s all about relationships, and that’s where – Or you can invite some of those folks on the show. We’re always trying to look for win-wins, ways to give back to them. If they’re struggling to make money, which a lot of these group owners are, they don’t know how to monetize, or they don’t have their own content, you can be that content arm for them, or somehow figure out a red split on whatever it might be you bring to the table there.

Any kind of win-win, you’re always looking for. They have the audience you want. That’s your win. You just got to figure out what is the win that they’re really going to freaking jump over, jump backwards over for. I think you nailed it, man. Hop on Skype for just a few minutes. You could bang that out and figure out what are their desires. Then from there, it’s just all about giving value to their people.

[00:15:23] MB: Super smart. I want to come back to the paid ads to content piece, because I’ve heard some previous rules of thumb or ideas around if you spend X on a piece of content, you should spend Y promoting it. What is your thought process or strategy? How do you typically kick-start a piece of content with a little bit of paid promotion? How do you think about budgeting that and what platforms have you seen to be the most effective?

[00:15:46] JF: Let’s focus on Facebook first, and we interviewed a guy named Dennis Yu. This is kind of his strategy, and it’s been morphed around by a bunch of people, but this is kind of our perpetual strategy to target ads to an audience that’s really going to sync up well with the piece of content. So case in point is, our podcast, we have a lot of guests who are targets on Facebook, or their companies are. What we’ll do is we’ll have Roland Frasier, we talked about him on the pre-talk here.

I believe now, he is a target. But prior to that, Digital Marketer was the target that we were using. In Facebook, you can target that audience. So Digital Marketer, or Roland Frasier, and for a dollar a day with these ads, you can put a link, or for us, it’s basically just the show notes image, and that will target their audience. For a dollar a day, Facebook is going to try to squeeze out as much of those impressions for that dollar a day.

Facebook wants you to be successful with their ads, as does any other platform out there. If you could target perpetually a dollar a day for someone or their audience, it could be their company, the name or even a related audience if you can think a little laterally, and then sync that up to a piece of content that those folks are going to love. For a dollar a day, you can kind of appear that you’re everywhere to that audience.

So that’s why we get a lot of messages about like, “I found you from Facebook, because I just saw you kind of stalking me on there.” But that was a strategic target. We’ll actually do that for every single one of our guests who has a direct target on Facebook, and that works really well.

In addition to that, we’d do Google Ads as well. This is a little bit more of an elaborate strategy, but we’ll try to figure out what keywords people are searching for around our piece of content. So we’ll kind of start with a broad keyword, run some ads just to get clicks and then we’ll figure out what keywords are starting to come in a little bit more consistently. Ideally, it’s not going to be a broad keyword, because those are competitive. Spend about $100 to get this data from Google. Then from there, we’ll take some of the keywords that are maybe a little bit more niched down. They’re a little longer. Folks aren’t typically bidding on these keywords, but that’s where we can really shine a light on running ad, and usually we’re the only ones there and our content synced up perfectly. It usually has a similar keyword. We’ll title the piece of content almost identical to the ads so it’s super congruent. You always want to do that with all of your ads.

What I described there on Facebook and then also Google, those are our two biggest strategies. Everyday we’re running low budget ads to kind of like an initial piece of content. If they don’t take an action, which we’re always looking for them to join our email list at a very minimum so we could do our follow-ups. But if they don’t do that, then we have all of our retargeting ads running, again, to very targeted – If they touched our website in any which way, they’re going to see maybe some videos from Matt or I, some other contents, some podcasts.

We’re just trying to grow that trust. So it’s a multi-touch process until we kind of get that conversion or whatever we’re trying to get them to do, either buy a product, or join the list, something like that. I would say those two are like the 80-20. That’s the 80% of where we’re focused on right now.

[00:19:14] MB: Yeah, that’s so smart and it makes total sense. I mean, we’re talking in the preshow I think about a recent guest we had on our show, Brene Brown. She’s obviously a target on Facebook, or I would assume she is, because she’s big enough. If we were to just take our Brene Brown show notes, and I’m curious how you would think about this. Basically, if I’m describing this correctly, you basically take the show notes for the Brene Brown episode, you make sure – I want to unpack a little bit kind of how you sync that up with an email opt-in. Then you basically run a dollar a day Facebook ad targeting Brene Brown, people who like Brene Brown, and, “Boom! Boom! Boom!” You’re there. You’re omnipresent, and obviously those people are already going to be predisposed to liking your content.

[00:19:55] JF: 100%. You nailed it, and that’s what we do, is we now we’re starting to do more of the – We call them cheat sheets, but yeah, you can do show notes. Anything that’s going to grab that audience’s attention, and it’s even better if, yeah, you’d show them, “Hey, here’s an exclusive interview,” or maybe it’s a transcript or some kind of notes from Brene talking about X-topic. More than likely, you’re going to get a lot of people from their audience start to – It’s not a flood. It’s a trickle approach, which is good, because that allows you to test and to kind of optimize your conversions. If you’re trying to get them on an email list, which I would definitely want them to do. If you were to do that, I would definitely suggest doing that.

[00:20:35] MB: Yeah. We had a big, and I don’t mean to interrupt you, but we had a big strategic shift probably two years ago with the podcast where we basically realized, before that, we’re going to conferences and events talking to people and we’re like, “Hey! We’re a podcast. We want to get more podcast subscribers. Build more listenership,” and we basically had this complete strategic flip of the way we perceived it. It was like, “No. we’re a media company and what we really need to do is get email subscribers.” Currently, the way we deliver content and value to them is through primarily a podcast, but not exclusively. So we completely shifted our strategy and went from having maybe sub 2,000 or 3,000 email subs to having almost 50,000 email subs by just pivoting our strategy towards focusing on that.

[00:21:18] JF: Dude! That’s so valuable, and you nailed it. You said a media company. That was actually a shift that Matt and I took maybe two years ago, I would say, because in the podcast, like it is for you guys, that’s at the top of the media company. If you think in media companies, someone’s like, “Oh! How do I have a media company?”

Well, any content is a media thing. You can be on all these different platforms. If you’re leveraging podcast, cool. There’s your media platform there. YouTube, Facebook, Google, all of these things, collectively, they have this reach. Then with that reach, if you could just figure out how to kind of funnel them into with value – We’re always leading with content value, but bringing them to the email list. That’s where all of our money is made, is on the follow-up.

We were talking about – You asked me how we monetize our podcast. That’s exactly it. It’s not usually right there on the first tough. It’s maybe the third seventh touch, and that sounds like a lot, but you can automate a lot of those touches. Just bringing them back to more content, and then sooner rather than later, if you have all of these different entry points on your show notes pages, on the landing pages, anywhere out there on your podcast as well with a special URL to a landing page, that just optimizes your opportunity to capture these folks on a list.

Retargeting is all another bucket too. We call them owned audiences. Anything that you have control and can follow-up with folks, it could be email list, chat bots even, retargeting. Podcasts are great, or even PushCrew, push notifications on browsers. All of these are things that you have control to follow-up with. It’s just going to increase the opportunity for you to convert them into a sale of something, whatever you’re looking to do.

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[00:24:24] MB: I want to unpack a couple of pieces of this and get super granular for a second. When you’re thinking about the ad that you’re running to, let’s say, a show notes page, is that actually straight up the show notes page or is it a landing page that the number one thing is you’re trying to convert them to an email opt-in in order to get access to a guide to the show notes or whatever, or is it, “Hey, here’s the show notes page, here’s the episode. You might like it. By the way, join the email list.”

[00:24:50] JF: Yeah. There are two steps there. Let’s get back to the Brene Brown example that you said. If you wanted to attract new people, these are people who have not listened to the show yet and you’re just trying to attract and a new audience to come listen and then go down the wormhole with you guys. That would be where I would run these dollar day ads, target Brene Brown on Facebook and then use the dollar day strategy and point them to a show notes page. Because there’s no commitment on the person’s part and the new person that you’re attracting there, they have the opportunity to check out show notes page, maybe read it, listen to the episode. They could join the email list if they choose to. They probably won’t off their first touch, but you never know. There is a percentage that will take you up.

But then to bring them back, you have the whole retargeting phase. You want to make sure that you’re following up on anyone who lands on one of your properties, and that’s even clicking an ad if that ad goes to anywhere else, even someone else at site, you could retarget. What I would do is to the warm approach. The cold approach was to use the dollar a day and send to show notes. But a cold approach, what we would do is run an ad that if you wanted to get super targeted, you would do something like, “Here are the exclusive notes.”

This is what we do, is typically we took the notes on this Brene Brown episode for you. If you click this, you’ll get it for absolutely free, and what that would direct them to is to a landing page. Now, only option there is to join our email list to get that thing for free. That would be the warm approach with retargeting on Facebook. You could do that on Google as well, and I believe Reddit, even if you want to experiment with that, it’s starting to come out with some retargeting ads. Those are the two approaches I would take for those.

[00:26:39] MB: Basically, you start out, you drive cold traffic to a dollar a day to the landing page for the general show notes. Then for the people who haven’t joined the email list, you’re retargeting them, “Hey, here’s an exclusive guide, checklist, whatever, show notes, etc. Click here to get them completely free,” and then that’s where you’re sort of hitting them after they’ve been warmed up a little bit. They’ve at least clicked to your landing page previously. That’s when you’re driving specifically for the email opt-in.

[00:27:06] JF: 100%. Yeah. What you could do, and this is a more elaborate approach, but if they’re not taking you up for a certain period of time, there’re a lot of things you could do on Facebook. For certain time periods, run this ad. So let’s say in the first week or so, if they landed on the Brene Brown show notes page but didn’t join the email list, you can run ads with retargeting to just get them with the objective to actually join the list.

But maybe after that point, they don’t take an action. Now you could just kind of follow up with other episodes that you guys released, and those are all retargeting ads. They could point to other show notes pages. Maybe there are some videos that you have you can upload on Facebook. There are a lot of ways to repurpose your episodes and make a good visual around it on Facebook and Instagram, because they’re all connected.

Again, it’s like repetition. The more and more they see your brand, your face, your name, the different guests you’ve had, your podcast logo. Over and over, we hear it all the time, like, “Man! I see your stuff everywhere. You guys are video machines or whatever.” It’s like, “No, we just have a bucket of about maybe 10 to 20 assets and these ads that just rotate in these pool of people.”

If they haven’t taken the desire to action, they’re just going to see our brand. So maybe that one thing didn’t resonate, but maybe one of these other 20 things do, and each one of those things have a low budget. So it’s not like we’re spending $100 per ad. It might just be $2, let’s say, per ad, or even a dollar an ad, and they’re just rotating around. You’re just increasing your odds. That’s really all you’re trying to do.

[00:28:45] MB: So what are you targeting for kind of – I mean, you touched on this a second ago, but what are you aiming for from a retargeting budget standpoint? If you’re spending a dollar a day on the cold traffic, how much are you allocating to retargeting?

[00:28:57] JF: That’s totally up to you. The minimum you could spend on Facebook, for example, is a dollar per day for your budget. We always suggest to kind of start low and then work your way up as you see. Maybe the frequency is getting higher or you’re just not getting the desired action. It’s almost like a pool of ads and you can – For us, we’ll have about 10 at a minimum of any time and then we’ll essentially assign a budget to each one of those ads. So call it a dollar a day to start.

Facebook is just going to kind of rotate around depending on what – In that pool, they kind of decide what ad to show depending on the frequency that it’s been shown and the budget you have allocated. You kind of just let their algorithm do the work for you on the retargeting plan, which is kind of nice. So you can – It’s kind of up to you, again, for ramping up the budget. The more budget you increase, of course, your ads are going to show more.

Yeah, that’s kind of it. There are definitely a lot of nuts and bolts to it. But at a good understanding level, I’d say that’s kind of what you want to be thinking of, is there are these pool, and Facebook, give them enough kind of ammunition to work with or budget to work with, and they’re going to squeeze the most results that they possibly can out of what you give them.

[00:30:13] MB: This is maybe a hyper-specific question, but are you personally executing going into Facebook doing this stuff, or do you have a consultant, an outsource or somebody that you bring in to actually execute the ad setup and everything for you.

[00:30:30] JF: Right now, Matt is the one that heads up all of that. Yeah, that’s what I like in the granular details. He’s going to be the one to really go into the weeds on it. He manages, I would say, about 60% of the ads, but we get direct consulting from a good buddy of ours, Kurt Moley. Kurt Moley out of Austin. He advices a lot of large brands.

Every single week, we’re getting kind of told what to do with the latest things happening on Facebook like, “Hey! Test this video 15 seconds or less. Use it in in-stream ads. This is really killing it right now. Go try this out.” We kind of take direction from them, him and his team, but we’re always experimenting as well from people on our podcast. Like I mentioned, Dennis Yu. Our episode, he pretty much lays out that entire process for the dollar a day ads.

A lot of these stuff is simple enough to just set up yourself and you don’t need to get too crazy. I would say if you could just figure out a dollar a day ads, anyone can set those up and set your targeting and make sure your budgets are right. You’re not going to spend way too much for whatever result you’re trying to get, and then set up some simple retargeting to just follow up and, again, set a budget you’re comfortable with and then let it run for a week or two.

That’s kind of like, again, 80-20. That’s usually what businesses should be doing at a minimum, and most every business owner can kind of learn those basics and do it themselves. But we are starting to transition away from Matt doing the ads, because, yeah, that’s not his best use of time, but he just loves it so much. He has that mind. He just nerds out with it.

[00:32:10] MB: Yeah, that’s fascinating. I’m just curious. I’m always curious about how the actual tactical concrete implementation of this looks on the backend.

[00:32:18] JF: Yeah, he’s definitely – In our partnership, I’m definitely more the visionary. Strategy, him and I both do. But I’ll kind of do more the experimenting, the ideas, the networking and kind of figuring out the general landscape of things. Then once we have something we agree upon, Matt’s the one that has the systems, analytical brain, and he’ll just freaking go down the wormhole. He’ll come up with the strategy, step-by-step. My brain isn’t the sequential thinker that he is. That’s why we make I think a pretty damn good partnership, and others have said that actually.

That guy, Dennis Yu, he’s like, “You guys are like a two-headed dragon.” One can go run away and do this kind of thing while Matt’s over here behind the computer, freaking busting out a crazy automation that we can then replicate and send to our team to kind of manage the day-to-day. That’s kind of how we split up our duties and how we can – It seems like we do a lot, but a lot of it can be automated once you set up the system. That’s usually Matt, the one who do that.

[00:33:21] MB: Yeah, that’s really fascinating. So you touched on this a little bit, but from a high-level standpoint, how do you think about monetizing the podcast audience. I mean, this is sort of a multi-pronged question, but is the podcast the primary driver of leads and opportunities for the entire economic engine that you guys have developed, or is it just a piece that’s sort of a plug and play or a satellite that sits on top of a larger business infrastructure?

[00:33:49] JF: Yeah, good question. The podcast definitely has become our number one driver for all content, traffic, all of the above mainly because it can repurposed in so many different ways. Our podcast, like we’re saying, it’s two times a week the show get released, and they’re about an hour-long on average. From that point, we always have a note taker taking notes on every single one of these things. I don’t know if you ever saw the trafficking conversion notes that get released. We basically took a note taker that used to work for that company and she now works for us to take these notes. These are like four-page notes. These things can get repurposed into all sorts of different content on social media, shareables and repurpose with all these different apps. Transcripts are part of that as well.

That then turns into – From the podcast, we’re always trying to direct people who listen to our show notes page and sometimes we actually send them to just the companionship, kind of starting to experiment with that. It’s tough to track from podcast, which I’m sure you’re very well aware. It’s kind of an interesting space where we’re always experimenting and figuring out what works best, but at a minimum.

We’re always trying to direct people from the podcast to our show notes page, because once they land on the show notes page, they have the opportunity to opt in to our email list. They can click on anyone of the many links of resources we mentioned on the show. But also it allows us to retarget those folks, and that is the number one way we get people on an email list to then follow up with them with affiliate offers. We also have a membership that’s a monthly reoccurring product, 15 bucks a month.

We’re trying to do a very low-level subscription so we’d get some reoccurring income for ourselves that we control. But then on the backend of that, there’re all sorts of different affiliate offers, which we typically average about $100 per commission, a little bit more depending on the actual offer. That is kind of our monetization right there. That’s kind of the process. We have the podcast all the way into show notes with a call to action on the podcast that directs them to the show notes. Them from there, the idea is to get them on an email list, and that’s kind of our traffic. That’s our content generator. That’s our machine right there.

[00:36:17] MB: If you were to say, and if you’re comfortable sharing this, it’s totally fine. But I’m curious at a very high-level, what percent of your monetization is affiliate offers, versus sort of house offers, versus consulting and work outside of offers made to the list?

[00:36:32] JF: Yeah. No, that’s a great question, man. I’m happy to answer. For the longest time, I’d say for two years when we’re kind of starting the show and figuring this all out, affiliate income was about 80%, which is cool, but also scary as hell, because we’re kind of building someone else’s business and we’re at the whim of if they change an offer, that conversions could tank, meaning our income can tank too. Luckily, that never really happened. We get some little blurbs here and there. But right now, it’s about 50-50. We’re actively trying to, like I was saying, dip people in this membership dip, which allows us, and this is what gets a little interesting and this is something we’ve learned from Roland actually, is if we can create all these different buckets and control attention more or less starting with the podcast, now we’re bringing them into a membership site, which we can follow up with just our customers. Show them exclusive content, maybe some affiliate offers, and it also allows us sponsorship opportunities. If we’re going back to the media company concept, we now have the opportunity to get a sponsor for not only the podcast, but we have banners on our sites that we can rotate and we can limit the amount of impression. So if we’re guaranteeing a certain amount, we can say that and we can actually show them proof of it as well.

But then we also have our membership area. We can create a sponsor to area, which we have with the piece of content and a special offer. The same with our physical newsletter that we send in the email. We can give inserts in there or they can even purchase a spot to mail that list with our endorsement. It’s interesting, because we can create now sponsorship packages and show the value, and the results are much better than if someone just bought ad space on the actual website with banners, or even on the podcast. The results are much, much better with all these different buckets that we have influence over.

It’s really cool. The idea is with this media set, we’re creating all of these different opportunities for us to essentially monetize without us needing to do a lot more work than we’re normally doing. It’s kind of found money if you set yourself up for that kind of opportunity. The idea is to get away more and more of the affiliate. That’s more of a byproduct is the idea. We want it down to probably 25% ideally of our income.

[00:39:01] MB: That’s really interesting. So the print newsletter, that’s kind of encompassed in the – Sorry, how much did you say per month? 15, 25?

[00:39:08] JF: 15 a month.

[00:39:09] MB: $15 a month. What is the value proposition? Because we haven’t done anything like that with our audience, but I’ve always been fascinated by that kind of model and whether there’s actually value in it. What is the value proposition to the audience and is the print newsletter included as part of that?

[00:39:25] JF: It is. It started off with just the print. So we know our cost is about – We ship all over the world. So it’s one flat rate. So it’s around $8 per person. Obviously, not a lot of profit there. The idea is to get folks to really see the repetition and set ourselves up with the affiliate income, sponsorship income and all of that stuff.

The value prop is typically the folks hearing our offers, seen the offers, hearing us on our podcast and they want to just dive deeper. They want to get a higher touch with us. We have a whole community in there. They can ask questions of us or other people. A lot of our guests will actually go into that community as well, because their content lives there. So they have the option to dive deeper with them, with their training. Actually ask them questions.

Maybe purchase their product if they want to. But all the way from – I mentioned that we take notes and all of our podcast episodes. What we do is we compile all those notes into a monthly booklet more or less, and this thing ranges from 24 pages to 30-ish pages. Essentially, it’s a way that a lot of folks really love the physical aspect, which is crazy, because there’re a lot of magazines from startups now. They’re starting to get made. It’s almost like this.

We’re seeing a little bit of a shift back into physical mailings of newsletters and magazines. It’s just to take people away from the distractions that we’re all getting, the phones ringing or another notification on our computer. A lot of folks really love that physical. They can highlight stuff, dog-ear, and it’s just a time savings. The idea is to save their time but also allow them to dive deeper with us.

Is the value prop mainly to the listeners? We have monthly calls as well with extra training and experiments that we’re up to and what others are up to on our show. It’s a way for folks to really just stay tapped in for a low dollar amount. From there, it opens up all sorts of opportunities for us, of course, like I was mentioning. Yeah, it’s an interesting model and we’re still tweaking little things here and there.

If you kind of compare it to, say, Blinkist for reading books, or all these summary guides you see on Amazon. Everyone is just trying to save time. They’re digesting content. They want to be in the know, but maybe it’s just like a handful of things they want to take away from an episode. Not listen to a full-hour or the thing twice a week. That’s a huge commitment. We’re trying to kind of bridge that gap there.

[00:41:57] MB: Yeah, it’s really fascinating, and I don’t know if you follow Tim Ferriss or his stuff at all, but he just recently in the last couple of weeks rolled out a similar test of his monetization. He actually I think is going no ads and he’s doing pay what you think it’s worth starting with $10 a month kind of model and testing that for a couple of weeks to see how that compares to his monetization strategy of just sponsorships.

[00:42:19] JF: Yeah. It’s super smart too, because the podcasting world – CPM, it’s basically the earnings per download. It’s around $20 of the sponsorship opportunity came your way as a podcaster. I just heard earlier today, it used to be $60. So it keeps going down unfortunately for podcasters. But the way they circumvent that is to create buckets of your own and a value prop to sponsors, like we did, where a software company came to us and they just wanted podcast sponsorship.

But what I did, I kind of flipped it. I’m like, “Hey! Well, we have these other buckets. I know they’re going to return, give you much better returns than just podcast sponsorship,” and they agreed to it and I was able to take them away from the CPM model and then give them just a one flat fee for that period of time, the sponsorship. It’s way more profitable for us, but I know the benefit to them is going to be much higher as well. It’s interesting, and there are a lot of things you can kind of manipulate. Once you have this media company in these different little buckets that you have influence over. It’s just another way to create value. That’s what we’re trying to do here.

[00:43:31] MB: How do you think about the – What is the audience that you guys are targeting or serving? Did you intentionally set out to serve a specific niche or a specific set of customers? How did you select that and begin to focus around targeting that niche and who is it?

[00:43:47] JF: Yeah. It’s interesting, because we’ve started off with just talking to mainly digital marketers, people in our circle. That’s kind of the crew that we’ve always had and had influence over. We did that just because it’s kind of the language we spoke and that’s the network that we can leverage to kick-start the show.

Now it’s starting to extend into – Because I think it’s really the guests we’re bringing on. That’s going to attract the different audience. So now we’re getting a lot more high-level companies. It’s interesting, a bunch of lawyers. There are different associations. I mean, the target is essentially any business who is around a million dollars a year who has a team, minimal team as a starting point. But they’re looking to take action. They want to not only get the tactics, but they want to see what’s behind the hood and really dig into like the stories and the why and the struggles even. We’re trying to always pull out the shit that every entrepreneur has to go through.

Our idea is to try to unpack stories and things that are really making our guest tick that aren’t normally seen on the stages or on any other business podcast out there. It’s almost like we’re shooting to try to be like the Joe Rogan approach of business, which is interesting. It’s long-form, which most business shows, marketing shows are not. They’re usually very tactical, which we kind of start it off that way, but we quickly got bored of that

We wanted to kind of like what you guys do, is get to the root of what is it that makes this thing work or tick. Yeah, there are always some practical things that people can apply, kind of like what we’ve been talking about here. Also, what’s the why behind all of these stuff? It’s interesting, man, we’re now getting – We do some independent shows too. Matt and I, my cohost, we’ll do these things called therapy sessions. It’s just the two of us and we’ll just lay everything out there, the good, the bad, the ugly. We don’t care. There’s no censorship. We don’t edit anything. We’ll talk about experiments we’re doing, what we failed, what we succeeded, all that stuff, future plans. People absolutely love them.

I feel like those have really helped us grow a better brand. It may not attract more people. I think the bigger names in our show, attract the audiences that we’re serving now. But it’s the ones that really key people are these therapy sessions, because I feel like it’s almost like it’s therapy for us. That’s what we named it, because we’re all struggling with similar things. We just lay it out there and then people email us all the time. They’re like, “Do more of those things. More of you is what we want.”

We feel like it strengthens our brand. That’s what get people’s reaching out, asking about partnership or advising deals. We do a lot of those now. That usually comes directly from the podcast. I mean, you guys reached out straight form the podcast after listening to Roland. That’s kind of proving point right there.

[00:46:45] MB: Yeah, that’s really fascinating. I’m curious, what’s one of the most common pitfalls or mistakes that you see people making when they’re getting started with generating traffic or beginning with digital marketing?

[00:46:59] JF: I would say it goes back to content for us, and then also trying to get the conversion, like a sales conversation or whatever that end result way too quickly. The traffic process that we have, it’s a longer term process and it’s kind of what I mapped out with the dollar a day strategy and Facebook and also that Google strategy where we’re trying to mine these keywords.

The idea that we’re trying to do is we have a long-term strategy. We don’t like the launch and then the drop-off, because I don’t know if you’re familiar with the Launch Model, but that was prevalent maybe about 6+ years ago, and it was very good. It raised a lot of money for a company, but then right after that, there’s no strategy to retain that attention with something like retargeting fronts even follow-ups in an email. It’s kind of two things. Have a longer term mindset and know that the content you’re putting out in the world will live there for a very, very long time. Every piece of content you ever put online. Do your best in terms of creating amazing, valuable content that will last the test of time, even if it’s tactically. You can always go back and update that.

But then always try to follow-up. It’s all about the follow-up. Most of our money is made on the follow-up in all those different ways that we’re talking about. A lot of folks just try to rush it, man. They try to rush the sale or whatever it is they’re trying to do and they become too pushy and they’re not leaving with value. That’s where people kind of start going away, looking for other options, because you’re not quite resonating with where their needs are at.

[00:48:40] MB: What would one action item or a piece of homework be that you would give to listeners if they wanted to implement some of the things we’ve talked about today?

[00:48:48] JF: All right. A couple of ones. I would say if you don’t have an email list, definitely start an email list and create a good opt-in freebie to capture those folks. Figure out whatever it is that audiences you have and the intentions they’re seeking. Figure out their pains, their struggles, all that stuff and then try to come up with a good solution to at least poke them a little bit in the very beginning to give them – It’s all value obviously. You’re not trying to give them a little portion and then upsell them on the rest. That’s kind of – That’s not the best way to approach it.

Grow an email list, pair it up with a great valuable piece of content. It could be a good checklist, template, whatever it is, that’s easy to digest. The eBook thing, it’s not the best kind of opt-in freebie. So capture your folks with an email at minimum. If you do have that, set up this retargeting. I would say that’s the lowest barrier to entry to add is to set up simple Facebook retargeting and just bring people back to a landing page or maybe even just back to a sales page on your website if they visited anyone of your pages on your site.

There’s a lot of ways to learn that stuff. It’s just simple Facebook retargeting. You could set that up in – I don’t know, 30 minutes or so, an hour yourself even when learning. Those two things I would say to start with.

[00:50:12] MB: Well, Joe, thank you so much for coming on the show, for digging into all these insights. Lots of great strategies, tactics and tools for people who want to grow their businesses.

[00:50:20] JF: Awesome, Matt. No. It’s been really fun. Thanks for having me.

[00:50:23] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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October 29, 2019 /Lace Gilger
Career Development, Weapons of Influence
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